Book Image

Multi-Cloud Architecture and Governance

By : Jeroen Mulder
Book Image

Multi-Cloud Architecture and Governance

By: Jeroen Mulder

Overview of this book

Multi-cloud has emerged as one of the top cloud computing trends, with businesses wanting to reduce their reliance on only one vendor. But when organizations shift to multiple cloud services without a clear strategy, they may face certain difficulties, in terms of how to stay in control, how to keep all the different components secure, and how to execute the cross-cloud development of applications. This book combines best practices from different cloud adoption frameworks to help you find solutions to these problems. With step-by-step explanations of essential concepts and practical examples, you’ll begin by planning the foundation, creating the architecture, designing the governance model, and implementing tools, processes, and technologies to manage multi-cloud environments. You’ll then discover how to design workload environments using different cloud propositions, understand how to optimize the use of these cloud technologies, and automate and monitor the environments. As you advance, you’ll delve into multi-cloud governance, defining clear demarcation models and management processes. Finally, you’ll learn about managing identities in multi-cloud: who’s doing what, why, when, and where. By the end of this book, you’ll be able to create, implement, and manage multi-cloud architectures with confidence
Table of Contents (28 chapters)
1
Section 1 – Introduction to Architecture and Governance for Multi-Cloud Environments
7
Section 2 – Getting the Basics Right with BaseOps
12
Section 3 – Cost Control in Multi-Cloud with FinOps
17
Section 4 – Security Control in Multi-Cloud with SecOps
22
Section 5 – Structured Development on Multi-Cloud Environments with DevOps

Analyzing the enterprise strategy for the cloud

Before we get into a cloud strategy, we need to understand what an enterprise strategy is and how businesses define such a strategy. As we learned in the previous chapter, every business should have the goal of generating revenue and earning money. That's not really a strategy. The strategy is defined by how they generate money with the products the business makes or the services that they deliver.

A good strategy comprises a well-thought-out balance between timing, access to and use of data, and something that has to do with braveness – daring to make decisions at a certain point of time. That decision has to be based on – you guessed it – proper timing, planning, and the right interpretation of data that you have access to. If a business does this well, they will be able to accelerate growth and, indeed, increase revenue. The overall strategy should be translated into use cases.

Important Note

The...