Best Practices for a Mobility Center of Excellence - Sybase

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Six Best Practices for Success For the Mobility CoE to succeed, follow this core set of best practices. 1. Secure executive sponsorship – Without strong executive sponsorship, a mobility CoE cannot function eff ectively. It will not be able to get the visibility and the organizational muscle it needs to drive a consistent approach to mobility across the business. As a technology, mobility has the potential to impact every part of your business, and you want the backing of someone who can help you keep the distinct mobility approaches within your organization to a manageable minimum. 2. Drive a partnership between business and IT – Closely tied to sponsorship is the need to get strong partnership between business and IT. While this may sound clichéd and trite to experienced IT professionals, it is all the more true with mobility – as pervasive as mobility is, we are all consumers of it. And we expect the enterprise to provide reasonably similar, if not identical, mobile capabilities as we experience in our daily lives. A successful mobility CoE will demonstrate how to embrace mobility to transform the business. Benefi ts of mobility may include a reduction in administrative processing on simple processes such as vacation requests and timesheets. The mobility CoE may be able to better predict or determine the areas of the business where process changes could result in time or revenue savings to departmental budgets. Part of the responsibility of SAP White Paper– Best Practices for a Mobility Center of Excellence the mobility CoE could be to align the company’s mobility solutions with the product lifecycle. For example, consider how the company will be using mobile devices in the sell and service stages of the lifecycle versus the design and develop stages. Consider sales channels and product lifecycle stages to determine which mobile applications to develop. 3. Drive eff ective engagement with end users – Understanding your end users’ mobility needs at a relatively granular level requires you to “walk in their shoes.” Whether it is in the form of a ridealong to document how an insurance adjuster goes about his job, or mapping out a current business process and a new mobile process for a fi eld inspector, you need to understand the various user personas involved and capture how and where mobility can be embedded in the most seamless way possible. Mobility requires a kind of engagement with end users that is diff erent from a lot of other IT capabilities. 4. Defi ne a strawman mobility strategy – Once the mobility CoE is launched, the enterprise should focus on maintaining and developing the mobility strategy and framework. The mobility CoE should develop a strawman mobility strategy road map, with quarterly reviews by a steering committee. This road map could include: • Translating corporate and business strategy into mobility strategy • Creating a set of mobility capabilities according to mobile user profi les or personas • Creating a mobile applications strategy and framework for application adoption The strategy should include taking stock of and documenting all mobility initiatives in the company, as well as overlaying the corporation’s mobility strategy with its project portfolio. The mobility CoE should also assign budget for mobility initiatives according to priorities, and set aside budget and resources to test new or yet unproven mobility concepts. The key here is to develop a strawman strategy and evolve it based on experience gathered from ongoing mobility projects. 5. Bootstrap from supplier ecosystem – In the early stages of an MCoE’s evolution, tapping into the extended resource pool across your supplier ecosystem is a useful way to supplement your internal resources. Getting capable resources from your partners to participate on a part-time basis in the initial phases of your MCoE can help you glean insights into evolving device and wireless networks (from your carrier), understand considerations for industrializing your mobile application lifecycle (from your enterprise ISV and system integrator partners), and capture network/security implications (from your network equipment and security vendors). 6. Start small, refi ne, and mature – As you staff up the fi rst iteration of your mobility CoE, defi ne your strawman mobility strategy, and deliver on the fi rst handful of mobility projects, you will acquire experience in the mobility lifecycle. Making sure you provide for regular updates to your mobility CoE and strategy to refl ect these learnings and technology advancements is critical to the ongoing viability and success of your mobility initiatives. However, it all starts with forming an 9
MCoE in the fi rst place – for almost every organization, it is conceivable that its mobility portfolio will include, conservatively, close to a dozen applications over the next 12–18 months. An MCoE is a critical foundation for the enterprise to eff ectively deliver on that portfolio and sustain it in a cost-eff ective manner. As mobility adoption across the enterprise continues at a rapid pace, IT organizations are trying to deal with a set of unique mobility challenges. By embrac- ing a mobility center of excellence, you can not only accelerate mobility deployment within your organization but also minimize redundant eff ort to maximize success. As a leading vendor in the enterprise mobility space, SAP can partner with you to mobilize your business, providing knowledge and expertise along the way to help ensure a clear path to success. LEARN MORE For more information about a Mobility Center of Excellence, contact your SAP representative or visit us at: http://www.sap.com/solutions/technology/ mobility-platform.epx
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Best Practices for a Mobility Center of Excellence - Sybase

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