The document discusses the cloud computing market and adoption trends. It notes that while the cloud market is growing, there are still complications around high provider numbers in some areas and past technology hype cycles. However, many forecasts predict substantial continued spending and adoption increases driven by businesses seeking flexibility. It also suggests telco providers are well positioned given capabilities around network delivery. The document advocates developing a cloud strategy and maturity plan that considers aspects like security, integration and customer needs to successfully transition to cloud services.

1. COMPETING IN A IT
WORLD WITH A
TELECOM
APPROACH
1

2. The Cloud Market Scenario is Complicated
+ local providers… too many competitors?
2

3. Bad Signs: Gartner Hype Cycles
2008
2009
2010
2011
2012
3

4. Bad Signs: High Impact Failures
• Power Outages
• Connectivity Issues
• Data Losses
• Unauthorized Accesses
• Tricky SLAs
• …
The Scream, Edvard Munch (National Gallery, Oslo)
4

5. Good Signs: Cloud Market Forecasts
Billion $ Spending
Predicted for Year
CISCO
43
2013
AMI PARTNERS
100
2014
IDC
72,8
2015
IBM
88,5
2015
HIS
100
2015
MarketsAndMarkets
121,1
2015
GARTNER
176,8
2015
BAIN
150
2020
FORRESTER
240
2020
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6. Good Signs: CIO Troubles are Still There
• 75% - 80% of IT budget is needed
to maintain legacy. Only 20% - 25%
for new projects.
• The average workload is 15% of
deployed computing capacity.
• The average timeframe for regular
infrastructure deployment is 2-3
months.
Dilbert Calendar App Screenshot by Metranome Inc.
Dilbert by Scott Adams
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7. Maturity
Service Level
IT
Operations
Developers
Business
Early Adopters
7
Fast and
Cheap
Deployments
Looking for…
Good Signs: Who Is Driving Cloud Adoption?

8. For telcos that have long been looking to fuse communications
technology with IT services, cloud computing provides a model that
plays to a number of their core strengths, in particular through the
utilization of communications networks as a delivery mechanism. As
demonstrated by Apple and Google's dominance over the consumer
applications and services market, the ability to provide a "one-stop
shop" for an enterprise's entire range of IT and communications
needs will be fundamental in attracting enterprises to a service.
OVUM “Enabling Telco Cloud Services” (OT00056-001)
8

9. Cloud Stack and Customers
SaaS
External
Customers
PaaS
IaaS
9
Internal
Services
Computing
Storage
Network

10. Not Only One Size Fits All
Blackbox Product
Internal VAS
Deployment
Internal IT Usage
Adapt to Customer Needs
Enterprise
SMB
10
Individuals

11. Customer Satisfaction
PWC
11
Navigating the Cloud

12. We Know What We Have To Do




CoBIT 4.1
ITIL / ISO 20000
ISO 27001
US NIST 800-53
Copyright © 2011 Cloud Security Alliance
12
12

13. Quality in a product or service is not what the supplier puts in. It is
what the customer gets out and is willing to pay for. A product is not
quality because it is hard to make and costs a lot of money, as
manufacturers typically believe. This is incompetence. Customers
pay only for what is of use to them and gives them value. Nothing
else constitutes quality.
Peter Drucker, “Innovation and Entrepreneurship”
13

14. The Service Path to Cloud
Virtualization
Consolidation
Resource
Management
Private
Cloud
Public
Cloud
“Cloud
STEPS INTO CLOUD
1.
Computing is not aMANAGEMENT
RISK technology
Define Cloud Strategy and Identify your Starting Point
that can just be turned 1. Verify process and applications independence.
on overnight”
1. ROI analysis.
2. Define security & compliance requirements
3. Resources: Be sure you have the best professionals
2.
2.
Integrations are accurately defined.
3.
Security levels are properly identified.
Define the plan
4. Enterprise architecture is healthy.
Peter Tseronis, deputy associate CIO
1. Sizing: Just a pair of web apps or the whole IT dept.?
5. Dependence
2. Management tools.
of the Energy Department and on communications.
3. Failover, High Availability and Load Balance tools.
6.
chairman of the Cost.
4. Define Phases
7. Application migrations
3.
US Federal Cloud Computing
Set up Service Management and Quality Assurance
4.
Test
5.
Prepare the handling to migrated site
14
Advisory Council

15. Business Model as Usual
Per Resource Consumed
(Cost Center)
 Processor
 Memory
 Virtual Machine
 Bandwidth
 Storage
 Vlans
 Virtual Datacenters
 …
Resource
Billing
simple
Unadaptable
complex
Difficult to
understand
flat rates
Expensive for
customers
Unprofitable
discounts
15

16. Alternate BM
Per Service
(Profit Center)









Availability Rate
Transactions Processed
Revenue share
Tech Support Class
EASY TO
DIFFICULT TO
UNDERSTAND
IMPLEMENT
Security Level
The Creation of Adam
Customer Care Tickets
M. Buonarotti, Sixtine Chapel
QoS
Services: Integration, Backup & Restore, Optimization…
Services-aaS: CRM-aaS, Billing-aaS, Tech Support-aaS…
16

17. The Cloud Market Scenario is Complicated
More individuals are born than can possibly
survive. The slightest advantage in one
being over those with which it comes into
competition, or better adaptation in
however slight a degree to the surrounding
physical conditions, will turn the balance.
Charles R. Darwin
The Origin of Species, c. 14
+ local providers… too many competitors?
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18. Contact: emendezpolo@gmail.com
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