AWS prescriptive-guidance documentation change
Summary
Minor editorial updates including grammatical fixes, formatting changes (converting section headers to markdown headings), table formatting adjustments, and link text updates. Added 'benefit needs analysis' phrase and removed colons from bullet points.
Security assessment
Changes are purely editorial and grammatical without any security context. Modifications include typo fixes ('ccustomers' to 'customers'), formatting improvements (section headers), and minor wording adjustments. No security vulnerabilities, features, or best practices are mentioned or modified in the content.
Diff
diff --git a/prescriptive-guidance/latest/application-portfolio-assessment-guide/detailed-business-case.md b/prescriptive-guidance/latest/application-portfolio-assessment-guide/detailed-business-case.md index 51980c18c..2525212a2 100644 --- a//prescriptive-guidance/latest/application-portfolio-assessment-guide/detailed-business-case.md +++ b//prescriptive-guidance/latest/application-portfolio-assessment-guide/detailed-business-case.md @@ -51 +51 @@ When building the detailed business case, it is usually necessary to develop mul -**Minimum change scenario** – To assess the minimum financial performance expectation, prepare a scenario that assumes the minimum expected change to the status quo. This scenario, as a worst-case scenario, is useful support when getting the mandate to invest in the migration. This scenario models the minimum expected degree of capacity growth and minimum changes for other quality-of-service needs, such as availability and resilience. The least change creates the lowest cost and least resource inefficiencies for the current operating model. +**Minimum change scenario** – To assess the minimum financial performance expectation, prepare a scenario that assumes the minimum expected change to the status quo. This scenario, as a worst-case backstop, provides is useful support when getting the mandate to invest in the migration. This scenario models the minimum expected degree of capacity growth and minimum changes for other quality-of-service needs, such as availability and resilience. The least change creates the lowest cost and least resource inefficiencies for the current operating model. @@ -55 +55 @@ When building the detailed business case, it is usually necessary to develop mul -**Other specific scenarios** – Where it is still necessary to make an assumption that could have a large impact on the business case, develop scenarios for both where the assumption holds true and where it does not. However, we recommend keeping the number of these alternative scenarios to the absolute minimum. Creating any more than three to four scenarios in total slows progress, and becomes expensive, confusing and difficult to maintain. Wherever possible, conduct experiments and work to remove larger assumptions. +**Other specific scenarios** – Where it is still necessary to make an assumption that could have a large impact on the business case, develop scenarios in which the assumption holds true or not. However, we recommend keeping the number of these alternate scenarios at the absolute minimum. Any more than three-four scenarios in total slow progress, and become expensive, confusing, and difficult to maintain. Wherever possible, conduct experiments and work to remove larger assumptions. @@ -86 +86 @@ As with the directional business case, there are two primary approaches to refin -_Internal team productivity improvement_ +### Internal team productivity improvement @@ -97 +97 @@ Where IT operations and support are managed in house, the focus of the business -Assess how much time each member in each role within the team spends on their various regular activities, and guidance on the expected reduction in workload for different activities. +Assess the benefit needs analysis of how much time each member in each role within the team spends on their various regular activities, and guidance on the expected reduction in workload for different activities. @@ -103 +103 @@ The following table provides initial guidance for the typical levels of workload -The activities listed are typically performed by team members in several different roles, so the productivity saving for each task should be assessed across the full set of roles in the team. For example, in IT operations teams organized by infrastructure tower (such as compute, storage, and networking), capital expenditure planning and budgeting might be common to tower leads for each tower. +**** The activities listed are typically performed by team members in several different roles, so the productivity saving for each task should be assessed across the full set of roles in the team. For example, in IT operations teams organized by infrastructure tower (such as compute, storage, and networking), capital expenditure planning and budgeting might be common to tower leads for each tower. @@ -105 +105 @@ The activities listed are typically performed by team members in several differe -**Operational and support activities** | **Level of savings** | **Productivity driver** +Operational and support activities | Level of savings | Productivity driver @@ -137 +137 @@ The following table shows the expected savings for each level of workload reduct -**Level** | **Expected** +Level | Expected @@ -149 +149 @@ As the program progresses, it is valuable to capture actual data for time spent -_Outsourced IT operations and support cost reduction_ +### Outsourced IT operations and support cost reduction @@ -151 +151 @@ _Outsourced IT operations and support cost reduction_ -Where IT operations and support are primarily outsourced or managed with contractors, the cost allocation for the future operating model (FOM) can be prepared by requesting quotations from AWS Partners that offer managed service solutions, including AWS Partner-led [AWS Managed Services (AMS)](https://aws.amazon.com/managed-services/partners/). You can also contact your AWS account manager and request a price for AMS directly, as described in the subsection on [Building in operational cost optimization](./directional-business-case.html#building-operational-cost-optimization) within the [Creating a directional business case](./directional-business-case.html) section. +Where IT operations and support are primarily outsourced or managed with contractors, the cost allocation for the future operating model (FOM) can be prepared by requesting quotations from AWS Partners that offer managed service solutions, including AWS Partner-led [AWS Managed Services](https://aws.amazon.com/managed-services/partners/). You can also contact your AWS account manager and request a price for AMS directly, as described in the subsection on [Building in operational cost optimization](./directional-business-case.html#building-operational-cost-optimization) within the [Creating a directional business case](./directional-business-case.html) section. @@ -161 +161 @@ On AWS, you can construct a wide range of high availability, disaster recovery, -Furthermore, AWS ccustomers have been using this to improve their workloads' resilience. The [IDC 2018 survey](https://pages.awscloud.com/rs/112-TZM-766/images/AWS-BV%20IDC%202018.pdf?aliId=1614258770) gives examples of participating customers achieving 73 percent fewer outages per year, a 58 percent reduction in mean time to recover (MTTR) and a 94 percent reduction in lost productivity. The same survey showed that the financial benefits derived through increased resilience were 50 percent greater than the IT infrastructure cost reduction benefit. +Furthermore, AWS customers have been using this to improve their workloads' resilience. The [IDC 2018 survey](https://pages.awscloud.com/rs/112-TZM-766/images/AWS-BV%20IDC%202018.pdf?aliId=1614258770) gives examples of participating customers achieving 73 percent fewer outages per year, a 58 percent reduction in mean time to recover (MTTR) and a 94 percent reduction in lost productivity. The same survey showed that the financial benefits derived through increased resilience were 50 percent greater than the IT infrastructure cost reduction benefit. @@ -167 +167 @@ To assess and include this value in the business case, first work with applicati - * The number, average duration, and nature of interruptions in service: + * The number, average duration, and nature of interruptions in service @@ -171 +171 @@ To assess and include this value in the business case, first work with applicati - * Impact on revenue by interruptions of revenue-generating services, such as ecommerce systems: + * Impact on revenue by interruptions of revenue-generating services, such as ecommerce systems