A BUSINESS CASE FOR
ENTERPRISE MOBILITY MANAGEMENT
DATASHEET
1 EXECUTIVE SUMMARY
Problem:
Along with many potential benefits, Bring Your Own Device (BYOD) brings new challenges for the IT department. As employees bring their personal devices into the workplace and connect them to corporate resources, all of these devices—and their applications—must be managed securely. Due to the diversity of devices, there’s no one-size-fits-all solution.
Solution Alternative:
One possible solution is to use a generic Mobile Device Management (MDM) platform. This will allow the IT department to manage and secure devices, and distribute apps. Generic MDM solutions also give administrators the power to establish limited controls over apps and native services (e.g., iCloud). Generic MDM works on corporate-liable and employee-liable devices across the leading mobile OS platforms.
Recommended Solution:
We strongly recommend Good Enterprise Mobility Management solutions, due to their mobile device management capabilities; their ability to instantly add security policies to mobile apps; The unique Good Dynamics Shared Services framework which allows for the secure sharing of data and services between apps; and their Third-party app ecosystem.
Implementation Approach:
After assembling a project team that includes stakeholders, core team members, and a project manager, we will create a project charter and procedures. We will then follow well-established project management principles as we code, configure, test against specifications, test with end users, and launch the solution. We will also provide appropriate training for business users of the solution.
2 BUSINESS PROBLEM
2.1 Environmental Analysis
BYOD phenomenon has gained huge momentum within enterprises today—in part because it simultaneously meets the needs of both the organization and its employees to more broadly expand mobility and its benefits.
BYOD is a fact of business life. For employees, although it’s undeniable that mobility has a tendency to extend the workday into what would otherwise be personal time, it also gives back to employees the control as to when and where that intersection takes place. In addition, it enables the dovetailing of their social lives back into the workplace as appropriate, offering the potential for healthier work/life balance.
For the enterprise, it delivers an opportunity to reduce the cost of mobility overall by transferring equipment, voice, and data usage costs to employees, decreasing capital expenses. Although it does tend to increase the complexity of the mobile infrastructure, if managed properly, it can be accomplished without a significant increase in technical support and mobility management.
2.2 Problem Analysis
Business Problem: Along with many potential benefits, BYOD brings new challenges for the IT department. As employees bring their personal devices into the workplace and connect them to corporate resources, all of these devices—and their applications—must be managed securely.
To make the problem even more complex, there can’t be a one-size-fits-all solution. Why not? Because mobility needs can vary widely across an enterprise, ranging from executives who want to use their own devices to access email, edit documents, and review business dashboards, down to retail store associates who will use store-issued tablet devices to access web-based catalogs.
All of this leads corporate IT departments to ask:
• How can we protect enterprise data when we don’t control devices?
• How can we ensure users have access to the tools they need, irrespective of the devices they choose? • How can we protect corporate data without interfering with personal use and personal privacy? • What will we do if a user violates our security policy?
Many companies believe that implementing a MDM solution is enough to address these challenges. The problem with MDM is that it focuses on the wrong “D.” IT organizations need to secure the data, not the device. Securing the device doesn’t actually address the challenges today’s IT organizations face.
Business Opportunity: Companies can use enterprise mobility management solutions to meet a wide range of mobile security needs and core management needs (e.g., provisioning, policy and security management). Their casual users can gain secure access to email and intranet. Meanwhile, their more sophisticated mobile users can use their devices to edit and annotate documents and take advantage of file sharing utilities, without putting corporate data at risk.
According to survey results issued by Dell and Intel on July 25, 2012, giving employees some level of choice in what technology they use and how mobile they can be increases their productivity. In addition, 76% of survey participants said BYOD was a positive force at their companies.
3 AVAILABLE OPTIONS
3.1 Option 1 - Device-Level Mobility Management Provided by a Generic MDM Solution
3.1.1 Description
A generic MDM platform will allow the IT department to manage and secure devices, as well as distribute apps. The platform will work on corporate-liable and employee-liable devices across the leading mobile OS platforms.
MDM solutions often augment these capabilities with other useful features. They may provide advanced security, data visibility, apps management, and access control to give IT administrators greater control over smartphones and tablets. For example, they may offer the ability to build a private corporate app store that allows secure distribution of in-house and commercial apps, and capabilities that enable users to access, store, and view documents from email and SharePoint.
MDM solutions give administrators the power to establish controls that protect documents from unauthorized distribution. They can create a cultural shift in an organization by heightening employee awareness about how they are accessing and sharing corporate email and data. But in terms of actually preventing data loss, the overall effectiveness of an MDM solution will depend on the effectiveness of IT administrators in writing and enforcing security policies—such as wipe or tough passwords—across all employee devices.
3.1.2 Benefits, Goals and Measurement Criteria
CATEGORY
BENEFIT
VALUE
Financial • Enhanced IT control, productivity • Reduction in costs • Protection against data breaches as a result of device loss or theft $ x $ x $ x Operational • Improved operational efficiency • Reduction in IT management time • Enhanced quality of mobilitymanagement x % x hrs x % Staff • Increased staff satisfaction • Improved organizational culture • Longer staff retention x % Describe x %
The benefits listed above are working examples only. All quantifiable benefits listed must be supported by current performance figures. 3.1.3 Costs and Funding Plan
CATEGORY
BENEFIT
VALUE
BUDGETED
People • Salary of mobility manager • Professional services consultant • Training courses $ x $ x $ x YES or NO YES or NO YES or NO Technology • MDM solution license • Corporate-liable devices (or none if BYOD) $ x $ x YES or NO YES or NO Organisational • Operational down-time • Short-term loss in productivity • Cultural change $ x $ x Describe NO NO NO
A separate spreadsheet showing an analysis of the cost equations may need to be attached as an appendix to this document if further information is likely to be required for approval.
Identify Funding Sources And Amounts:
FUNDING SOURCE
AMOUNT
NOTES
Budgeted Headcount
Contract Dollars Program Dollars
3.1.4 Feasibility
COMPONENT
RATING (1-10)
METHOD USED TO DETERMINE FEASIBILITY
New Technology 5* Created a technology prototype to assess the solution
New People 8 Completed a survey to identify skill-set availability
New Processes 3 Reviewed processes within similar organizations
New Assets 9 Inspected corporate-liable device model and assets (if no BYOD model)
*Ratings in preceding table are sample ratings. To ensure that the feasibility ratings are accurate, use all appropriate methods possible to identify the likely feasibility of the solution. For example, if adopting new MDM technology, develop a small prototype and test it to see if the resultant benefits match those expected from the exercise.
3.1.5 Risks
DESCRIPTION
LIKELIHOOD
IMPACT
MITIGATING ACTIONS
Inability to recruit skilled MDM resource
Low Very High Outsource project to a company with proven industry experience and appropriately skilled staff
Technology solution is unable to deliver required results (wrap or apps)
Medium High Complete a pilot project to prove the technology solution will deliver the required results
Data security compromised via non-wrapped apps, and during app-to-app communication
High Very High Maintain strict mobility management processes during the project
3.1.6 Issues
DESCRIPTION
PRIORITY
RESOLUTION ACTIONS
Required headcount, contract fees, or program dollars have not been budgeted
High Request funding approval as part of this proposal
Required MDM solution is only at Beta phase and has not yet been released live
Medium Design solution based on current version; adapt changes to solution once the final version of the software has been released
Required MDM solution is only at Beta phase and has not yet been released live
Medium If shift to coporate-liable model, recalculate effect of device spend on financial impact. If shift to BYOD, recalculate effect of device savings on financial impact.
3.1.7 Assumptions List the major assumptions associated with the adoption of this option. Examples include: • There will be no business strategy or policy changes during this project. • Prices of talent and technology will not increase during the course of this project. • Additional human resource will be available from the business to support this project. • A sufficient percentage of both the workforce and IT department can benefit from an MDM solution.
3.2 Option 2 - Device, App, and Data Management Provided by a Full Enterprise Mobility Management Solution
3.2.1 Description
In a diverse mobile workforce, security and control have never been more important. Not just for mobile devices, but across the custom apps, business networks, and third-party cloud services that carry critical data. Historically, IT has managed this complexity with a ragtag set of disparate tools—“good enough” solutions that often forced companies to compromise on security and employee privacy.
Enterprise Mobility Management solutions allow enterprise to holistically manage diverse mobility needs. Employees and executives can use personal devices to access sensitive information via email, document editors, and business intelligence (BI) apps, amongst others. Shop-floor workers can freely use shared, corporate-owned devices to access training repositories. With total control of mobile devices, applications, and application data from a single web-based dashboard, IT professionals get a comprehensive set of mobility management features, enabling strong data protection across different users and devices and maximizing investment with a unified, long-term mobility solution.
A complete Enterprise Mobility Management solution includes a secure mobile app platform, enterprise collaboration applications, mobile device management (MDM) and mobile application management (MAM) tools, and Bring Your Own Device (BYOD) policy construction services.
3.2.2 Benefits, Goals and Measurement Criteria
CATEGORY
BENEFIT
VALUE
Financial • Enhanced IT control, productivity • Reduction in costs
• Protection of data breaches as a result of device loss, or OTA data compromise
$ x $ x $ x Operational • Improved operational efficiency • Reduction in IT management time • Enhanced quality and security of mobility management x % x hrs x % Staff • Increased staff satisfaction • Improved organizational culture • Longer staff retention x % Describe x %
3.2.3 Costs and Funding Plan
CATEGORY
BENEFIT
VALUE
BUDGETED
People • Salary of Mobility Manager • Professional services consultant • Training courses $ x $ x $ x YES or NO YES or NO YES or NO Technology • EMM solution license • Corporate-liable devices (or none if BYOD) $ x $ x YES or NO YES or NO Organisational • Operational down-time • Short-term loss in productivity • Cultural change $ x $ x Describe $ x $ x Describe A separate spreadsheet showing an analysis of the cost equations may need to be attached as an appendix to this document if further information is likely to be required for approval.
Identify Funding Sources And Amounts:
FUNDING SOURCE
AMOUNT
NOTES
Budgeted Headcount
Contract Dollars Program Dollars
Run Rate
3.2.4 Feasibility
COMPONENT
RATING (1-10)
METHOD USED TO DETERMINE FEASIBILITY
New Technology 5* Created a technology prototype to assess the solution
New People 8 Completed a survey to identify skill-set availability
New Processes 3 Reviewed processes within similar organizations
New Assets 9 Inspected corporate-liable device model and assets (if no
BYOD model)
*Ratings in preceding table are sample ratings. To ensure that the feasibility ratings are accurate, use all appropriate methods
possible to identify the likely feasibility of the solution. For example, if adopting new EMM technology, develop a small prototype and test it to see if the resultant benefits match those expected from the exercise.
3.2.5 Risks
DESCRIPTION
LIKELIHOOD
IMPACT
MITIGATING ACTIONS
Inability to recruit skilled EMM resource
Low Very High Outsource project to a company with proven industry experience and appropriately skilled staff EMM solution is unable to deliver
required results
Medium High Complete a pilot project to prove the technology solution will deliver the required results
Application data security compromised
High Very High Maintain strict mobility management processes during the project
3.2.6 Issues
DESCRIPTION
PRIORITY
RESOLUTION ACTIONS
Required headcount, contract fees, or program dollars have not been budgeted
High Request funding approval as part of this proposal
Required EMM solution is only at Beta phase and has not yet been released live
Medium Design solution based on current version; adapt changes to solution once final version of the software has been released
Company shifts to either an all-BYOD or corporate-liable device model in midstream
Medium If shift to corporate-liable model, recalculate effect of device spend on financial impact. If shift to BYOD, recalculate effect of device savings on financial impact 3.2.7 Assumptions List the major assumptions associated with the adoption of this option. Examples include: • There will be no business strategy or policy changes during this project • Prices of talent and technology will not increase during the course of this project • Additional human resource will be available from the business to support this project • A sufficient percentage of both the workforce and IT can benefit from an EMM solution.
4 RECOMMENDED OPTION
4.1 Option Rankings
CRITERIA
APP WRAPPING
GOOD MOBILE COLLAB
Benefits • Prevention of data breach • Reduced future management expenses • Improved IT efficiency • Enhanced employee productivity • Enhanced employee satisfaction [1-10 Rating] 4 7 7 6 8 [1-10 Rating] 9 8 9 8 8 Costs • People • Technology 6 8 5 6 Feasibility • Technology components • People components • Process components • Asset components 10 7 6 8 10 6 8 9 Risks • Inability to recruit talent • Technology fails to deliver • Data compromised 6 5 5 9 9 9 Total Score 4.2 Option Recommended
We strongly recommend Good Enterprise Mobility Management solutions, due to their Mobile Device Management capabilities; their Mobile App Management capabilities; their secure service deployment policies; and their mobility management metrics capabilities. We recommend implementing using the following steps:
1. Start with the Good Mobile Device Management capabilities.
You’ll need to be able to centrally manage your mobile devices Over the Air (OTA). OTA Mobile Device Management (MDM) is a basic capability of Good’s EMM solution, and is a crucial first step in establishing IT control over the mobile ecosystem. By choosing Good, you choose an MDM solution designed to grow into a full EMM solution when your enterprise is ready for it. And that could be right away.
2. Secure the tablets.
In a rush to deliver on the productivity promises of tablets, 75% of Best-in-Class companies interviewed by Aberdeen have deployed them without the most basic security measures in place, such as lock and wipe of lost or stolen tablets. Apply to tablets the same rigor and IT service management principles that are used to support netbooks and smartphones.
3. Put IT back in charge.
There’s no better time than the present to consolidate all of our mobility management initiatives under the process-oriented eye of IT. Best-in-class organizations have taken the lead in integrating their EMM efforts under an IT Service Management (ITSM) principle, part of the global movement towards IT practice standardization.
4. Ensure that management policies are in place and compliance is enforced.
It’s not enough to develop separate management policies for casual, specialized, and executive mobile users. Those policies have to be communicated and enforced.
5. Evolve to full EMM.
EMM is a full mobile app lifecycle approach to device, app, and data management. EMM also covers access management.
5 IMPLEMENTATION APPROACH
This section provides an overview of the general approach undertaken to deliver the preferred solution option and derive the resultant business benefits.
5.1 Project Initiation
The project team will include:
Stakeholders. These executives will fund the project, steer it at a high level, and be accountable for its success.
Core team. These hands-on IT professionals will actually design and implement the Enterprise Mobility Management solution, from a handful of core Good products.
Extended team. These “extra” team members—inside and outside the organization—will contribute expertise as needed. Project manager. The project manager will have final authority for all major project decisions.
The stakeholders and core team will work together to define success metrics, deadlines, and budget for the project. They will select a project office based on their mutual convenience.
5.2 Project Planning
The project team will:
• Create a one-page project charter that covers project criteria, business justification, and estimates of resource requirements.
• Develop a communications plan and meeting schedule for stakeholders and core team.
• Gather requirements from stakeholders. • Develop a change procedure that includes analysis and
documentation standards and identifies the specific individuals who are authorized to approve changes.
• Draft a project scope statement.
• Develop a quality management process for measuring deliverables against the project specifications.
5.3 Project Execution
The project team will:
• Configure the EMM solution, with the help of Good. • Release the solution for testing. • Construct the solution. • Test the solution against specifications. • Test the solution with end users. • Communicate with end users and provide
5.4 Project Management
Describe in brief how the following aspects of the project will be managed:
Time Management: All time spent by the core team will be tracked via time tracking software and reported in each meeting. Cost Management: Project costs will be reviewed in each meeting. Overruns will need to be approved by the project manager. Quality Management: The quality of the solution will be assessed against project specifications.
Change Management: Changes will be proposed in project meetings and approved by the project manager.
Risk Management: Because time and cost risks will be addressed and mitigated during project meetings, technology remains the largest risk. The company will reduce the risk of integration problems and poor software performance issues by maintaining communication with Good Support.
Issue Management: Each project meeting will include time for all team members to identify issues with the project. The project office will capture these issues and assign them for review by members of the core team, who will then either address the issues themselves or engage Good Support. Issue review and closure will occur at subsequent meetings.
Procurement Management: Procurement requests can be presented in each meeting. After discussion, the project manager will approve or deny purchase requests.
Communications Management: Project meetings will be the primary means of formal communication. In addition, all members of the project team will communicate through an online collaboration solution.
Acceptance Management: After communicating with the core team and stakeholders, the project manager will develop a project plan that includes criteria for reviewing results and accepting deliverables of a project.
6 APPENDIX - USE CASES
Movie studio EMM use case.A large movie studio is in production on a major new film. Each day, the executive producer makes small changes to the script based on the previous day’s work on the set. He then sends the script out to stakeholders by accessing Good for Enterprise secure email through the Good Connect client, and securely attaching the script. Anyone who opens the script does so in a secure container. Even if their tablets fall into the wrong hands, the versions of the script that they store on their devices would remain encrypted, and thus useless to anyone except the device owners. Meanwhile, the head of studio IT centrally enforces security policies that prevent scripts from being forwarded to unauthorized viewers within or beyond the studio, and that block instant messages and texts from the corporate-liable devices of employees who have knowledge of the movie plot. Mobility management at the intellectual property level is crucial in this use case.
Government arm EMM use case. The U.S. State Department is being consulted on the situation in Libya. The White House sends a draft of a 50-page memorandum to State Department employees. Thanks to Good for Enterprise and mobility management soutions, the document is encrypted in transit as well as at rest on employee devices. Working on their iPads, State Department employees can use the iAnnotate for Good PDF editor to annotate the document and securely share it with other authorized stakeholders before sending it back—encrypted—to the White House.
