Master Class de Julio Mestre Valdés en la Universidad Politécnica de Cataluña sobre el proceso de migración de las infraestructura TI hacia la nube. La ascensión a cloud, una metodología que asegura el éxito: http://aunclicdelastic.blogthinkbig.com/la-ascension-a-cloud-la-metodologia-que-asegura-el-exito/ Más información sobre nuestra propuesta de cloud en: http://bit.ly/2rhBznq

1. 2017
IT Sourcing towards the cloud

2. 2
Profound changes in behavior and attitudes are bothering us for quite a
long time
2013 2017

3. 3
What is the Impact 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

5. 5
Reliability Agility
Scalability
Disaster
Recovery
Cost
Optimization
What cloud is for?

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

7. 7
Some information about cloud

8. 8
The ICT market is 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 leader in 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 25 years 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 the best-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 DataCenter is one of the largest and most powerful DataCenter in
Europe for end customers
EfficiencyFlexibility SecurityReliabilityCapacity1 2 3 4 5

14. 14
Telefonica Position in Spanish 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 changing the 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 needs an 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 assurance of 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 the optimal 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 a detailed global plan with specific projects
Planning has to be defined to minimize the impact in the businness

20. 20
T&T Projects: they must 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 define a 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
Cloud Product 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

23. 23
Governance Model

24. 24
Operational Model
Authorized Users
N0
N1
N2
N3 Providers
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

25. 25

26. 26
New tendencies: Agile IT Management – Dev Ops - Containers

27. 27
New tendencies: edge and fog computing

29. 29
Microsoft
68 productos

30. 30
AWS

31. 31
SalesForce