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IT Sourcing towards the Cloud
The document discusses the transformative impact of cloud computing on businesses from 2013 to 2017, focusing on changes in customer relations and operational processes. It highlights Telefonica's role in the ICT market, detailing its capabilities in providing cloud services, data centers, and communication networks. Additionally, it addresses the evolving governance models and project management structures required to effectively transition to cloud-based solutions.
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IT Sourcing towards the Cloud
- 1. 2017 IT Sourcing towardsthe cloud
- 2. 2 Profound changes inbehavior and attitudes are bothering us for quite a long time 2013 2017
- 3. 3 What is theImpact of Technological Changes on Business Activity DIGITAL CUSTOMER 1 In new ways of relating to other people 2 In the operating and business processes DIGITAL ENTERPRISE DIGITAL BUSINESS
- 4. 4 • x86 architecture •Virtualization • Communications Improvement Technological perspective Visibility perspective What is cloud? • Open software • Mobility Enterprise IT as a Service Hybrid Cloud Private Cloud Public Cloud DRIVERS
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- 6. 6 Standard IT -TCO Name Type Government Opex Operation Opex Software Manteinance Capex Software Capex Hardware Manteinance Capex Hardware Capex Datacenter: Floor + electricity + Refrigeration Capex + opex Name Type Government Opex Cloud Service Cloud Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Government Operation Manteinance Software Software Manteinance Hardware Hardware Datacenter Business evolution (BE) Technical innovation (TI) The actual business leads the expenses The prevision of business leads the expenses Cloud – Cost analysis BE BE BE BE BE BE BE BE BE BE BE BE TI TI
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- 8. 8 The ICT marketis seeing a huge transformation to the Cloud space and players are moving quickly Cloud Service Provider Managed Services SW Providers Out- sourcers HW Providers Traditional IT
- 9. 9 Telefonica value proposal.From current infrastructure until hyper scalars providers Outsourcing CloudGestión Completa Gestión Seguridad Command Center
- 10. 10 A global leaderin communications and ICT_ More than 315 million accesses • > 100 million in Europe • > 200 million in Latin America Strong financials (2016 - Mn €) • Revenues: 52.036 • OIBDA: 15.118 • Inversion: 8.928 Operations in 21 countries • 21 full network operations • Global Datacenters network • 129 countries extended MPLS • Startups accelerators: Wayra and Telefonica Open Future 121,000 employees • 31% in Europe • 68% in Latin America • 1% in other countries
- 11. 11 1 Almost 25years in Cloud 2 More than 400 Enterprise clients 3 References in all the sectors 4 Some figures about usage …delivering IT services to our customers 1 Activity volume 2 IT consumption …and in our self consumption 3 Digital transformation Quality The best quality standards and the best partners Pecal 2110 ER-0305/1995 GA-2005/0319 We have experience…
- 12. 12 TEF has thebest-of-breed assets such as DataCenters and local and global Communication Networks in its footprint Miami Madrid - Alcalá Owned Data Center 3rd Party & Partners Spain Brazil Argentina Chile Peru Colombia México Ecuador UK >55 .000 m2 for external consumers Miami São Paulo 2014 Awards – Uptime Institute – Alcalá DataCenter “TEF prioritized efficiency, financial viability, a system of accountability, and a world-class result for its internal and external clients…”
- 13. 13 The Alcalá DataCenteris one of the largest and most powerful DataCenter in Europe for end customers EfficiencyFlexibility SecurityReliabilityCapacity1 2 3 4 5
- 14. 14 Telefonica Position inSpanish market 44% The top ten IT companies Represent an Income share of Variation on Ranking 2014-15 Ingresos2015(M€) Major IT companies by incomes. IT Sector 2015 +1 -1 +1 -1 +1 • Source: Gartner
- 15. 15 Cloud is changingthe face of IT Departments Cloud is changing the face of IT Departments Business processBusiness process … Communications Applications Infrastructures Services for customers Employees Workplace “run the business” A significant challenge to CIOs “change the business” Adapt to adopt
- 16. 16 Outsourcer partner needsan end to end vision of the projects Government models Presales Offering Transition / Transformation Running Global management End to End vision Knowledge, skills, experience, empowerment, and based in probed methodology to create an ad hoc solution, with a transition and transformation phase designed to minimize the risks. A qualified team for leading this kind of projects
- 17. 17 With critical assuranceof the T&T phases IT Services Due Diligence Control Operacional Delivery and continuous improvement Contract duration Due Diligence Transition and operational control RunningTransformation Detailed transformation plan Transformation Transition Government model Service catalogue E2E ITC solution Initial state audit 1 Service control2 Service optimization 3 Regular service4
- 18. 18 Looking for theoptimal transformation projects TO BEAS IS Plat. Virtual CPD1 CPD2 CPD6 CPD4 CPD5 Plat. Virtual SAP Madrid Miami PaaS IaaS 82VMs 47VMs 44VMs 36VMs VMs Zerto para VMs Zerto para VMs Zerto para VMs CPD1 CPD2 CPD3 CPD4 Madrid Miami TEMP VMConverter Virtualización S. Operativo Aplicaciones Storage/BKup Serv. Físicos Comunic. LAN Infraes. CPD VDC Virtualización S. Operativo Aplicaciones Storage/BKup Serv. Físicos Comunic. LAN Infraes. CPD VDC Techniques and tools used with success in previous projects, and always adapted to the business needs Technology and business define “services blocks” to transform to reference architectures 209 38
- 19. 19 You need adetailed global plan with specific projects Planning has to be defined to minimize the impact in the businness
- 20. 20 T&T Projects: theymust have a structure of project plan Project management structure 1. Objectives and scope 2. Phases and activities 3. Schedule and milestones 4. Effort and tools 5. Costs 6. Dependencies 7. Risks 8. Critical factors of success 9. Assumptions and exclusions 10. Benefits and outputs
- 21. 21 And to definea customized government and relationship model Understandable structure of the working groups, aligned with the catalogue of services Integration with service management • Hierarchical organization of work team with all the roles involved defined • Work groups based on their specialization, defined by technical towers and their interactions • Locations and schedules aligned with customer needs • Roles and responsibilities suited to the organizational structure of the client • Value chain management of service integrated with the structure of delivery processes • Global delivery model adapted with the functions of the offices of management service (SMO), demand (BMD) and projects (PMO) Support tools • Support processes • Support to governance of the service The global delivery model is based on a well defined structure, integrated with the management of the service and the tools needed
- 22. 22 Governance Model Operational Strategic Tactical Levels Service Manager CloudProduct Manager Infrastructure Technical Manager LAN Technical Manager Specialists (Centers of expertise) Chief Executive Service Manager Operational Manager Technical Responsible Specialists CIO Responsible Contract manager Technical Committee Steering Committee Monitoring Committee Crisis Committee Committees Client
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- 24. 24 Operational Model Authorized Users N0 N1 N2 N3Providers Centers of expertise Customer Management Center SGSD SGSD IT Portal IT Portal LAN Technical Center SGSD SGSD Command Center Storage Backup Virtualized systems WindowsSystems UnixandLinux Systems Collaborative Services Non-SQL Database Middleware Tools Infrastructure Datacenter Communications SOC Advanced Management Center LAN
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- 26. 26 New tendencies: AgileIT Management – Dev Ops - Containers
- 27. 27 New tendencies: edgeand fog computing
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Editor's Notes
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