Creating a Holistic Mobility Strategy Revised Edition. Strategy Analytics Business Mobility Solutions June 2009

Transcription

1 Creating a Holistic Mobility Strategy Revised Edition Strategy Analytics Business Mobility Solutions June 2009

2 Overview Note: This is a revised edition of a document originally produced in November 2008 and reflects the changing realities of enterprise mobility. The growth of mobility within the enterprise is a double-edged sword. On the one side, the accelerating adoption of mobility solutions and of options available in the marketplace shows how organizations are seeing both an increasing value in deploying mobility solutions and the strategic value they bring. The other side of the coin is that organizations are beginning to make the key realization that deploying mobility solutions is rife with potential pitfalls that are not dissimilar to those found in more traditional desktop computing. This Strategy Analytics PowerPoint presentation highlights the key criteria for decision makers both in the IT department and within Lines of Business in terms of what is required to develop a holistic, end-to-end, mobility strategy. This document provides: 1. End-user organizations, a framework for how to go about approaching the lifecycle of a mobility deployment; 2. Mobility solution providers, insights into how they should go about developing their go-to-market strategies; and 3. For all parties, a roadmap of the key research themes for Strategy Analytics Business Mobility Solutions practice for the coming year Strategy Analytics Page 2

3 The Enterprise Mobility Conundrum Mobilizing Enterprise s Is a Challenging Endeavour That Covers Multiple Facets People Who should have a device? IT vs. Non IT s What should be mobilized? Executive Suite Lines of Business Line of Business s Devices What platforms should be supported? Field/Fleet Service Android BlackBerry iphone Symbian webos Windows Mobile Title / Responsibility FMC / mobile UC 2009 Strategy Analytics Page 3

4 Solving The Conundrum With a Holistic Enterprise Mobility Strategy Solution Selection IT Service Mobility Tangible, Quantifiable End-user Value from Business Mobility A holistic mobility strategy can not live in either a technology or business silo. It must encompass both business needs and IT requirements. A mobility strategy must include an analysis of the total cost of ownership as well as the total economic impact of the solution. Much like an IT deployment strategy, a mobility strategy must also include a strategic plan for managing both the devices and the applications on those devices Strategy Analytics Page 4

5 What is IT Service? ITSM is a discipline for managing IT systems, philosophically centered on the customer's perspective of IT's contribution to the business. ITSM is the antithesis of technology for technology s sake. Measure Identify Opportunities for Improvement Perform Situational Analysis ITSM has ties and common interests with business process improvement (e.g., TQM, Six Sigma, Business Process, CMMI) frameworks. Operate Manage Transition Strategize & Develop Execution Plan Assemble Team 2009 Strategy Analytics Page 5

6 Solution Selection Criteria Once a business case has been developed, organizations must make the build vs. buy decision. What are the must have vs. nice to have features and functionality of the solution? This ties back to the ITSM framework. The selection of any solution, whether 3 rd party or home grown, must include a TCO analysis that includes an analysis of the solution s impact on the organization s technology roadmap. Upgrade / Replacemen t Costs Managemen t Costs Build vs. Buy? Solution Selection Impact on Existing Infrastructur e Features and Functionality Upfront Costs 2009 Strategy Analytics Page 6

7 The Enterprise Mobility Framework (MAM) Service (MSM) Security Device (MDM) Expense (WEM) Provisioning End User Support Procurement Enterprise Mobility Device Retirement/ Replacement Key Take Away: Mobility management in the enterprise must encompass a life-cycle approach, mimicking a traditional IT computing strategy. However, many of these components do not live in silos and have strong overlap with other EMM components. The Strategy Analytics EMM Framework should thus be viewed as a general guide and not as hard set rules Strategy Analytics Page 7

8 Key Considerations for Procurement and Provisioning Procurement and provisioning can greatly benefit from scalable solutions. It is the first step for documented and measured mobility deployments Inventory management Wireless expense management Business policy creation / enforcement Initial Installation and Configuration Device Activation Solutions Liability: Corporate vs. Personal Procurement & Provisioning Firmware Customization Device Kitting Device Procurement Policies Device Allocation Policies 2009 Strategy Analytics Page 8

9 Key Considerations for Mobile Device As IT departments face the potential of hundreds or thousands of mobile devices in the field, the ability to have an inventory of what devices are accessing what back-end data becomes paramount. MDM solutions should provide the IT department the ability to configure, update, restore, or wipe a device, separate from any application management or security capabilities. Feature / Functionality Remote OTA Updates Self-Service Portals Mobile Device Policy & Update Automated Device Configuration Remote Over- The-Air (OTA) Backup 2009 Strategy Analytics Page 9

10 Key Considerations for Mobile Black Lists White Lists Remote / OTA Provisioning Mobile Removal Remote / OTA Backup Automated Configuration Remote / OTA Updates As mobile devices become managed more like traditional PCs, organizations will need to leverage scalable tools for deploying standard applications. Much like there are standard images for laptops, IT departments will also need to provide their employees a standard set of applications and configurations to help their employees maximize the benefits of their mobile devices. Also, as mobile applications become more pervasive, IT departments will need to explore ways to ensure that employees are limited in what they can install and remove from their mobile devices Strategy Analytics Page 10

11 Key Considerations for Mobile Service One of the greatest challenges with mobility for the enterprise is that organizations have little to no control over QoS. Mobility within the enterprise requires visibility into the myriad components that exist in front of and behind the corporate firewall. However, organizations need to have visibility into where a (potential) disruption is occurring in order to determine the best course of action for resolving the issue. Mobile Service Level Dashboards Mobile Utilization Reporting Automating Typical Support Tasks Proactive Monitoring of Carrier Outages Mobile Service Proactive Monitoring of End User Issues Proactive Monitoring of Server Outages Proactive Monitoring of Server Outages Proactive Monitoring of BES Outages 2009 Strategy Analytics Page 11

12 Key Considerations for Mobile Security Security for mobile devices needs to be considered from multiple angles, including: 3 rd Party compliance (including Governance, Risk & Compliance) Access to the device Securing content on the device Secure and trusted access to corporate systems Breach/Loss/Theft mitigation Two-Factor Authentication Authorization VPN for mobile devices Authentication Anti-Virus Software Mobile Security User Compliance Enforcement Remote Device Locking Device Data Protection (encryption) Remote Device Kill Pills Remote Data Card Wiping 2009 Strategy Analytics Page 12

13 Key Considerations for Wireless Expense Employee Portal for Service and Equipment Requests Employee Portal for Service and Equipment Support Competitive Rate Information for Wireless Providers Automated Invoice Processing Systems Wireless Expense Call Detail Record Alerts and Chargeback Inventory and Support Database Telecom Service Provisioning and Disconnect Software Telecom Contract Negotiation Tools Organizations, particularly those with large scale adoption of mobile devices need to optimize the plan rates and ensure that no money is left on the table. Organizations need to have better visibility on how many devices are corporate liable vs. individually liable. All too often, organizations don t know how many devices they have, as well as how many lines are being paid for but remain unused, under-used or over-used. While the vast array of mobile plans offers great flexibility for individuals, it also creates the opportunity for sub-optimal subscriptions. All you can eat mobility plans are still cost prohibitive and are not necessary for all employees Strategy Analytics Page 13

14 Key Considerations for Mobile End User Support Mobile workers, by definition, will typically be at remote locations and not near a help desk. Self-Service Portals As technical issues arise (whether network, device, application, or end-user driven), the ability to remotely and in real-time troubleshoot a problem can have direct impact to the top and bottom lines of an organization Remote Diagnostics Remote User Assistance End User Support Feature / Functionality Remote Administration Remote Device Maintenance / Control 2009 Strategy Analytics Page 14

15 Key Considerations for Device Retirement & Replacement Original Device Data Wipe and Reset Device Reallocation Data Backup & Restore Retirement & Replacement Settings Backup & Restore Backup & Restore Data Backup & Restore Proper policies and procedures for device retirement and replacement are as critical as having policies for initial provisioning. This is particularly relevant in terms of Governance, Risk and Compliance in a broad range of industries, most notably in healthcare, finance and public sector 2009 Strategy Analytics Page 15

16 Conclusions There can be no silos within an end-user organization A holistic mobility strategy must include business decision makers working with IT decision makers Metrics must be defined in the ITSM context to create the goals and objectives that can be tracked during the operational life cycle of the mobility solution A successful mobility strategy must include management procedures for devices, applications, service and support and expenses. Operate Measure Manage Transition Identify Opportunities for Improvement Strategize & Develop Execution Plan Perform Situational Analysis Assemble Team 2009 Strategy Analytics Page 16

17 Analyst Contact Philippe Winthrop Strategy Analytics Page 17