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This is an introduction to the area of (SAP) Enterprise Mobility and the background knowledge you should have before starting on a strategy for your enterprise.

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Enterprise mobility introduction for decision makers v1.1 Enterprise mobility introduction for decision makers v1.1 Document Transcript

  • An independent White Paper An Introduction to Enterprise Mobility Strategy for Decision Makers “What you should know before hitting the on-ramp” By Hans Nygaard Senior Enterprise Architect This White Paper is provided free for reading and distribution. Please obtain permission from the author or original information owner before distributing in print, copying or re-using any content. v1.1 2012.08.08
  • Contents Introduction Since Apple re-invented the smartphone game in 2007 consumersIntroduction 2 everywhere have embraced increasingly mobile behaviors. TheDefinitions 3 Enterprise market jumped on mobility in 2011 and this trend continues at a tremendous pace in 2012. However when Enterprise Mobility 3 investigating the new mobile possibilities for your enterprise, you Mobile workforce 3 are faced with a daunting selection of topics to learn about and Mobile devices 4 choices to make. Making wrong or uninformed choices can quickly Mobile infrastructure 4 snowball and land you in costly dead ends.Market situation 5 The answer is of course to start working on an Enterprise Mobility Consumer trends & behaviors 5 Strategy. For most this probably starts with the pure IT part - in Consumer impact on business 5 making sure you commit to the right technology - but for some more process oriented companies a strategy reaches all the way Business trends 6 through business, process, IT, data, organization, governance etc. The extraordinary dynamics of mobility 8Why not mobility? 10 This document is meant as an introduction for business process owners, managers, enterprise architects and other stakeholders, toPeer comparisons 12 the full playing field of Enterprise Mobility Strategy, setting theMobilizing ERP and business data 14 scene for your subsequent detailed analysis, discussion and decisions for each strategy topic. Thus the scope is enterprise Choosing SAP or 3rd party solutions 14 processes (B2E and B2B) and not consumer or end customer (B2C). SAP mobility history 15 Current SAP best practice 15 This document is not meant as a guide through the enterprise SAP Sybase implementation partners 16 mobility strategy development itself - this can be a complex exercise and should follow an appropriate methodology.Conclusion and Final Words 17
  • Definitions Mobile workforceFirst of all it’s important to agree on the definitions. “Mobility” is The mobile workforce consists of those employee groups that needbeing used as catch-word in many contexts by many different to be - or can benefit from - working anywhere and at any time. Forstakeholders. The definitions as well as the contexts that apply are the purposes of an Enterprise Mobility Strategy there can be anydescribed below. number of target groups but common ones include:Enterprise Mobility  Top level managementMobility - or Enterprise Mobility - has become a common buzz  Sales forceword. For our purposes Enterprise Mobility is defined in its original  Field service engineersand broadest sense:  Office workers (admin tasks)  Quality inspectors  All enterprise business services that can be provided from or  The supply chain: warehouse staff, transportation, delivery accessed by a mobile device etc.  The business process is extended from core systems to a These employee groups fall into different segments when viewed in mobile platform terms of their mobility needs. They are all so-called B2E (Business  The toolbox of Enterprise Mobility includes all the mobile to Employee) mobility users working on internal business possibilities and technical components available from processes. They can however be divided into white vs. blue collar - vendors today as well as into information workers vs. task workers.So this is ultimately about enabling employees to work withcompany systems and data anywhere and anytime, regardless of White Collar:how it’s done.  White collar mobile apps are short-lived or updated oftenAn example could be time registration in SAP CATS. Your  There are ever-changing platforms and devices to supportemployees could use the Timesheet iPhone app from SAP to enter  A strong user requirement for up-to-date user experiencehours. This would require an appropriate infrastructure for the  BYOD (Bring You Own Device) – policies, security and legaliPhone app to connect to your system. But the same could be issuesaccomplished by providing a SAP Portal page optimized for small  Commercial app stores and industry. Devices are used forscreen, where employees could login and enter hours. You could business and pleasurealso provide them with an Adobe Interactive Form, where they  Mostly information workers and needing many differentwould enter hours and then email it to the SAP system. mobile processes (role-dependent)
  •  Examples could be sales force, top level management and computing platforms (laptop, PC) and runs a matching operating office workers system like iOS, Android, Windows Embedded or Windows Phone. While the technology rushes forward to blur the lines betweenWhite collar mobility is by far the most challenging to manage from device categories, the current main mobile device categories are:an IT perspective.  Smart phones, ie. iPhone, HTC, BlackberryBlue Collar:  Tablet computers, ie. iPad, Samsung Galaxy Tab etc.  Stable platforms: usually the OS versions live for years  Ruggedized handhelds, ie. Intermec, Psion and Motorola  Long-lived hardware (often ruggedized) and apps, 5-10 devices years is normal  Ruggedized tablets, ie. Motorola ET1, Panasonic Toughpad  There is no BYOD, full corporate control of device and apps Try to stay ahead of new platforms and promised possibilities. A  Mostly task workers and needing few critical processes (task great example is the new ruggedized tablets that now opens up specific) new possibilities for field service personnel that need to view bill of  Examples could be field service engineers or quality materials, drawings, instructions etc. not suited for the smaller 3,5- inspectors 4” screens on ruggedized handhelds.Blue collar usually has the biggest business cases for new entrants Mobile infrastructureto mobility and requires least management. When a mobile app is displaying or changing corporate data,An example could be Field Service Engineers. Think of a fully mobile checking your login data, participating in a workflow etc. you needwork day for all your service personnel, using a single mobile to have a server to store the transaction data on it.application for work orders, time scheduling, spare part purchases,time reporting etc. When you have a server like that residing inside the corporate network behind a firewall, you need to have a way for the mobileUnderstanding segments of employees will help you later when device to reach and communicate with that server - from thecreating a strategy, supporting the needs of each segment instead internal wireless network as well as from the public cell phoneof dealing directly with individual employee groups. network and Internet.Mobile devices Seen from the Internet and into the corporate network it startsA mobile device is a computing platform that is made for mobility. with firewalls, VPN gateways, relay servers, reverse proxies, loadIt usually has a limited and adapted feature set compared to full balancers etc. This is usually mostly in place for other internet
  • services into the corporate network but might need additions or Market situationscaling. Between this layer and the ERP system, middleware isneeded to format, orchestrate and maybe even stage data passing Consumer trends & behaviorsbetween the mobile devices and ERP. Advanced middleware will As mentioned earlier, consumers everywhere have embracedalso be capable of generating cross platform applications from a increasingly mobile behaviors, from on-line shopping, over e-framework, handle users and their authorizations, analyze traffic government service and mobile banking, to social networking etc.etc. This is often referred to as a Mobile Enterprise Application The iPhone wave has coined the phrase “there’s an app for that”Platform or MEAP. Sybase Unwired Platform (SUP) is a MEAP. which embodies the current consumer behavior; if we need task specific actionable information we expect the app store to have theA mobile device management (MDM) and user management solution for us. Whether it’s an interactive Metro timetable withtoolset must also be in place to handle devices and named users. It GPS integration when we are out walking in Paris, or a restaurantallows detailed control of what individual devices and what guide with user reviews when craving sushi in San Francisco.operating systems you allow onto your network, what applicationsare allowed on a device, if it can be rooted/jailbroken etc. MDM As consumers in 2012 we are thoroughly dependent on the smarttools also give you the ability to remotely wipe or kill devices that phone and tablet to unchain us from the PC, and our expectationshave been stolen or lost. It is exactly as the name says; a tool to are based on fully remote and mobile access anywhere we go.manage mobile devices. Sybase Afaria is an example of an MDMsolution. Consumer impact on business Employees in the enterprise are carrying their personal mobileAll in all it means that a rather complex security and behaviors into the work environment. The business benefits arecommunication infrastructure must be in place to support the very obvious to the employee on the floor, but not the associated costs.first mobile enterprise application. Subsequent applications will The result is that the employees generally see IT as moving tooreuse the infrastructure, but the initial cost and effort will be rather slowly and worst case even as being obstructive in providing mobilehigh and difficult for any one project to carry on its own. The services. Employees are therefore forcing new mobility initiativesinfrastructure and tools must typically be seen as a strategic quite aggressively. This is often referred to as the consumerizationinvestment and the capitalization spread over time. of IT. Common employee drivers Enterprise mobility is often being driven forward by user initiatives or behaviors such as:
  •  Sales and top management want iPads with CRM and BI management after a user acceptance procedure, in order to cover  The white collars want iPhones for time and travel the legal aspects of managing personally liable data and hardware. registration  Maintenance wants to get rid of printouts and service order The latest trend of using private apps and cloud storage for work is reports proving more of a headache for enterprises; users are loading data  Warehouse wants barcoding, RFID and more transparency into the cloud, are using free analytics packages in the cloud, are in stocks interacting with colleagues on more or less public social medias and  QA wants to do on-site and on-line inspections, calibration collaboration tools etc. This creates an almost uncontrollable work etc. security risk and is one of the main pains to be handled by any Enterprise Mobility Strategy.  Private devices are being used in the company environment because they have better features Business trends  Corporate data is being stored in private cloud accounts Enterprise Mobility is not just a buzz word or IT trend of the year because it’s just so convenient from your vendors. A number of trends in business drive theBring Your Own Device adoption of Enterprise Mobility.The enterprises often provide more basic mobile devices (featurephones) than an employee has privately and the employee will Traditional differentiators in manufacturing & service industriesoften want to use his personal device for work; a trend referred to Some of the typical differentiators for manufacturing or a servicesas Bring Your Own Device or BYOD. Basic connection to company company could be:email and calendar (ie. MS Exchange) doesn’t create any bigchallenges for IT, as long as a corporate device policy for storing a) Product & Service Leadershipdata like emails and attachments is enforced through IT. Running b) Superior Customer Valuecorporate apps on personal devices can most often also be c) Responsive Supply Networksmanaged as long as no content is stored locally or it is d) High Performing Assetscontainerized and encrypted to keep it safe. e) Operational Excellence These are all traditionally enabled by:As an example many companies are providing smartphone wirelessnetworks for employees allowing controlled access to company  Best people and talentresources. Mobile devices are automatically signed up for device  Financial excellence  Collaborative innovation
  •  and not least Strategic IT delivery reports in real time, be re-routed in emergencies, report delays and plan routes dynamically and fuel friendly.Strategic IT in general - and Enterprise Mobility in particular - is d) High Performing Assetsprobably the most potent tool to enable all of the above Mobile solutions enable your maintenance and set-up crewsdifferentiators. A quick return to the differentiators: to operate either completely connected or with off-line data a) Product & Service Leadership from corporate systems, in the factories or yards, on Integrating enabled products to corporate systems, to highways, in the woods, underground, on oil rigs at sea etc. report condition or use, to provide added services on the go Equipment data and service history, work orders, spare or simply to allow geo-tracking can set a product apart from parts inventory and documentation can be accessed and the competition. Services provided on customer premises interacted with at the place of service where up to date are probably the no. 1 area where enterprise mobility is information has the most value and makes sure your adopted. Increased SLA performance, better allocation of equipment stays in operation. resources, very short order to cash cycle and more accurate e) Operational Excellence registration and billing are just some of the benefits of The ability to monitor your operations in detail and on mobile field services solutions. First year ROI of 100% or defined key performance indicators, even analyze better is not uncommon. operational performance on the go, and respond to b) Superior Customer Value situations immediately is often a major mobility business Mobile solutions for your customers can be a way to drive case for companies. Business Intelligence has given us tools more value for them besides what they already get from to collect, manipulate, analyze and present large amounts buying your products or services. If you have sold them a of data in-memory and these abilities are available on complex product like a truck/lorry they will prefer your mobile devices too. products because you give them an app with access to The financial crisis online documentation, exploded views, Bill Of Materials, A number of trends crystallized during the financial crises: service history, accessories catalog, drivers community etc. c) Responsive Supply Networks  Optimize and tweak your processes and workflows: “Be Supply Network Planning is a well-known science for many better at what you do” companies. With mobile solutions you can now increase  Create and consume data at the executing level in the transparency into what happens between the nodes of your process: “Be precise and correct” network, when goods are moving. Your drivers can hand in  Transparency; have access to information when and where you need it: “Make the right decision the first time”
  • All these trends are driving the adoption of mobile applications. this. Changes can be due to new user behaviors, market shifts, technology innovations etc.Real Time EnterpriseThe Real-Time Enterprise is a term from just before the financial Recent market examples include RIM lapsing on Blackberrycrisis hit, but is very much a part of what enterprise mobility offers. development and rapidly losing market share, Google acquiringIt is about: Motorola’s mobile division to bring stronger Android devices and Nokia teaming up with Microsoft and launching smartphones that  Reduced response times for partners and customers can even go head to head with the iPhone. This will mean an ever  Increased transparency, for example, sharing or reporting shifting population of mobile devices, device operating systems and information across an enterprise instead of silo’ing it within versions. individual departments  Increased automation, including communications, And just as Service Oriented Architecture changed the way we accounting, supply chains, and reporting accessed systems and had us think in terms of services, the world  Increased competitiveness of apps is changing the way we think about those services now made mobile. Apps can be large and task specific and those will  Reduced costs usually have long life and run on devices we have under full control.Again a number of areas where Enterprise Mobility is a powerful But more often mobile apps are small stand-alone services,tool to drive possibilities and excellence by allowing access to enabling one specific task for a larger, less defined group ofactionable information anytime and anywhere. employees. Those will typically be changed, merged, updated or ported to new platforms many times per year.Take shop floor to top floor integration as an example: integratingManufacturing Execution Systems (MES) to SAP ERP and Business In order to deal with this the enterprise must have a strongIntelligence. The next step is making those functionalities available governance setup, a strong flexible application framework and thein a standardized way on mobile devices. This enables the ultimate infrastructure and management tools to support it.transparency, timely and informed decision making and ultimatelyoperational excellence. The next game changer Predicting the next game changer is of course impossible. You canThe extraordinary dynamics of mobility only watch technologies develop and incorporate them in yourWhen dealing with enterprise mobility one thing is certain; the planning - that is if information is publicly available. Take Apple’splaying field will change very rapidly and sometimes unpredictably, product launch of the iPad in 2010 as an example. With littleand any Enterprise Mobility Strategy must be capable of handling advance warning the iPad kicked off the current wave of
  • management cockpits, sales applications and mobile intranets. On to make it safer for the enterprise, and MDM vendors work withthe other hand NFC (Near Field Communications) has been up and handset vendors to support these features in their products (ie.coming for 3 years but still hasn’t sparked the predicted revolution Sybase Afaria).in mobile payments. Apple has launched Siri, the virtual assistantwith speech recognition, which could revolutionize application The worldwide smart phone market looked like this in the firstinteraction. But can it be integrated into your next quality quarter of 2012:inspection app so you can dictate your reports instead of fiddlingwith miniature keyboards?Smartphone and tablet market sharesThe current trend in the enterprise segment is to support iOS(Apple) devices as well as one or two others. Which others typicallydepend on company history, regional preferences and employeedemographics. Blackberry is still fairly dominant in North America,Symbian (Nokia) in Scandinavia, Windows Phone in cutting edgemarkets etc.Android devices continue to create concerns for the enterprises.Android is based on Linux and allows background tasks to runinvisibly to the user. Additionally the Android app store has noquality control or approval process from Google, so anyone canpublish anything. The users of the Android store rely instead onuser ratings and reviews in order find what they want. This means When looking at device activations during the Christmas of 2011 itthat Android is the number one target for malware developers and seems that iOS is regaining market share and is almost runningcreates a real security risk for the enterprise allowing these devices even with Android. Numbers include iPad and Android tablets.on their network and data. However Android devices are the most The important lesson to keep in mind regarding operating systemspopular in the consumer market and among the younger (or platforms) is the volatility and constant change of this market.employees that you probably want to attract. The average smartphone user is changing phone every 18 months.Some Android device vendors like Samsung and Motorola are In 2007 no-one had heard of iOS and Android was launched a yearenhancing Android with a number of device management features later but overtook Nokia’s market-dominating Symbian platform
  • only 2 years after. The Enterprise Mobility Strategy must take this 3rd place is lack of experience and thus skills (as discussed later).into account. The exact same picture is found in a much larger study on Field Mobility (aka Field Service) but a lot of other common concerns areWhy not mobility? also found here:As an enterprise investing in mobility it’s interesting to turn theproposition around to examine it from the other side. In this case,what speaks against mobility? Why are other enterprises not doingit?The two most common reasons are security concerns and cost: Source: Kelton Research Jan 2011, sponsored by Sybase Source: VDC Research 2011
  • Security concerns 2) Storing data locally and in the cloud, ie.Enterprise means secure. For enterprises a security lapse canbecome costly in a number of ways:  Legal implications  Industrial espionage  Data loss  Tracking data  IPR loss  Data on flash memory  Damage to corporate image, customer confidence  Encryption  Employee productivity 3) BYOD (bring your own device) management, ie.  FraudLocal laws often governs parts of transmitting and storing personal  Identity managementor financial data, and a number of government institutions (like the  User authenticationFDA) also impose rules regarding traceability, compliance,  Enforcing password use and strengthcertification etc. A legal compliance lapse due to security flaws can  Virus, malware, spyware, hacking protectionbecome costly in a number of ways: As these concerns are universal, a number of mature tools exist to control and govern these security risks as part of a full mobility  Financial risk (fine) strategy. But again it points back to the 3rd most common barrier:  Litigation risk lack of skills/experience in the mobility area - to implement and  Customer confidence (send out legally required “breach operate. notification”)The top 3 security concerns mentioned by enterprises are always Cost concernsrelated to data and using mobile devices not under full corporate The cost concerns should ideally be invalidated after doing a propercontrol: business case. For instance a field service solution often pays for itself in a matter of months due to:1) Transmitting data, ie.  Improved resource use – planning of jobs, customer visits,  Encryption on WWAN/WLAN service van driving etc. can be detailed, dynamic and  Exposing central systems to the Internet changed on the fly if necessary  Improved cash flow - invoicing can start a few minutes after the technician has left the customer, not days, weeks or months later
  •  Improved inventory - use of materials and spare parts is selecting technology like Sybase Unwired Platform dropped made fully visible so less storage value, faster stock turns drastically after the acquisition by SAP and the release of SUP 2.0.  Accurate invoicing – all hours and materials are put on specific work orders immediately and can even be signed for by the customer Peer comparisons  Improved traceability and SLA compliance – know exactly The push toward enterprise mobility gathered momentum around when a task was started and completed, what materials 2008 for task workers (blue collar application areas) after being were used, who did the work etc. limited mostly to warehouse operations and point solutions for  Less administration – data flows from the field to billing, decades. Companies involved in customer facing field service work finance and HR automatically, no more paper and double engaged in pilot projects on the contemporary SAP technology or entries decided for 3rd party solutions.  Richer experience and information – use pictures, GPS/GIS data and maps, view drawings, manuals, BOM etc. White collar areas did not see a big increase in mobility activity, though the launch of the iPad in 2010 sparked a number ofHowever a large portion of the cost for full enterprise mobility will BI/BW/BO projects and proof of concepts for information workers.be carried by IT for things not directly related to creating one singleapp or service but rather things required to run it: establishing new Now at the beginning of 2012 the general outlook is that manyinfrastructure, provisioning devices, creating an app store, companies have been through proof of concepts or technologyestablishing support procedures, test factory, training etc. The reviews and want to make the next step towards integrationrelative complexity is daunting at first and it’s difficult for many between the previously disordered and silo’ed initiatives. Theyorganizations to establish the full cost picture and thus convince realize the need to create an Enterprise Mobility Strategy or themanagement. This again tracks back to the 3rd most common beginnings of it.barrier: lack of skills/experience.Technological maturityAnother reason for holding back mobility initiatives has been areluctance to be a first mover, on the bleeding edge of technology.This is not a concern any longer as mobile solutions, hardware andinfrastructure is now at a mature stage. There are stillimprovements to be made for sure, but the investment risk in
  • Creating a strategy is likely to touch on many new and complextopics and is currently a major challenge for many business and ITorganizations. As the organizational maturity is increasing so is thelearning curve unfortunately.There is no doubt about the importance of mobility; enterprisesview mobility as critical to their business as a recent study shows: How important do you view Enterprise Mobility to your companys future success? 1% 4% 15% Not important 44% Somewhat important Important 36% Very important Critical Source: Kelton Research Jan 2011 Judging from market feedback the trend is still accelerating very rapidly through 2012. A good unofficial ruler to measure against is Source: Netcentric Strategies LLC, October 2011 the number of topic specific conferences and the attendeeIn segments such as outsourced maintenance (ie. building services), numbers; for Enterprise Mobility the numbers have tripled in 2011transportation and rail mobility is becoming the new norm: if you and up to now, indicating the continued market growth anddon’t have mobile solutions you are falling behind your demand for knowledge.competition.The number of mobility initiatives is rising almost exponentially andthe study below already showed this at the beginning of last year.
  • Mobilizing ERP and business dataChoosing SAP or 3rd party solutionsThe technology components for mobilizing ERP and business dataare mainly infrastructure related and the main component is the“middleware” or Mobile Enterprise Application Platform (MEAP). Anumber of MEAPs exist and the best choice will depend on whatstrategic direction should be supported.As a strategic ERP provider, SAP has made substantial investmentsin order to support the need for mobile access to corporatesystems and information, and with the January 2011 acquisition ofSybase another big step was taken in enabling easy access to SAPback office functions and data. SAP is continuing to invest andacquired Syclo in June 2012. Syclo is a long standing partnerproviding mainly blue collar apps as well as its own MEAP(Agentry). The continued acquisitions temporarily confuse the SAPofferings but will strengthen SAP in the longer term.Gartner continuously ranks the MEAP (now called MADP) offeringsand just prior to the Syclo announcement SAP Sybase was rapidlymoving into the leader/visionary quadrant, surely moved along bythe sheer weight of investments and efforts. Source: Gartner MADP 2012 With SAP as your strategic ERP platform there are a number of advantages by selecting a mobile infrastructure based on SAP technology:  Use real SAP functions with a SAP data model, no conversions or translations  Extend user management and authorizations from SAP
  •  Implement new functionality quickly; the business process is  2003 SAP ITS Mobile for on-line use, a favorite for in SAP and doesn’t need translation or mapping warehouse management  Keep your system landscape clean and according to strategy  2004 SAP’s first offline architecture SAP NetWeaver® Mobile  Upgrade and extend as an integral part of your SAP strategy Infrastructure 2.5 (7.0), SAP releases first apps  Be vendor independent by using best practice common  2006 3G mobile data networks common tools that can be delivered from a number of SAP vendors  2007 Apple launches first iPhone  Utilize the SAP operations and hosting you already have  2009 New offline integration platform: SAP NetWeaver instead of adding new skills and expertise Mobile 7.1 (now 7.3)  Take advantage of standard apps from SAP and partners  2010 Apple launches iPadThe main disadvantage of any third-party solution will obviously be  2011 SAP acquires Sybase, new tools, new strategic appvendor “lock in” – requirement for continued vendor support and strategytraining of new skills internally.  2012 SAP acquires Syclo, leading provider of blue collar solutionsSAP mobility history SAP traditionally focused mobility on warehouse processes, fieldFirst of all, SAP did not suddenly invent the Mobility wheel in 2011. service and on-line scenarios. SAP is now moving into all major taskBut SAP acquired Sybase in Jan 2011 at $5.8 billion. The investment worker areas so also field sales, maintenance & service, direct storemust be capitalized and the global SAP organization is being driven delivery, business intelligence etc. SAP has also marketed a largeextremely hard on this, so as a customer can be hard to see the number of strong supporting process apps for things like time &facts for sheer marketing. travel, approval workflows, employee lookup etc. The SAP partner community is producing a large number of apps and the SAP AppHowever mobility is nothing new for SAP and Sybase + Syclo should Store is filling up quickly with several choices for each category.just be considered new tools in the toolbox. To put SAP’s mobilityhistory into perspective: Current SAP best practice Looking into the current SAP toolbox (ignoring marketing) a  1990’ties, the birth of WiFi number of technologies are worth considered when mobilizing  1999 SAP Console part of SAP R/3 4.6B, on-line access to your business processes: SAP  2000 PDA platforms mature with Windows Pocket PC (CE  SAP Sybase Unwired Platform (SUP). This is a true flexible 3.0) MEAP and will support almost any SAP and non-SAP based  2003 GPRS mobile data networks common business process, be it fully on-line, hybrid or off-line. The
  • main disadvantages are relative complexity and license  SAP Interactive Forms by Adobe: Often overlooked outsider costs. but a simple way of interacting with SAP off-line and while Syclo Agentry platform (MEAP/MADP). As of writing the mobile. As the name says it’s a forms based technology and announcement from SAP is that both Sybase Unwired and forms are often sent by email to an external party that can Syclo Agentry will share some components, but a true enter data and send it back to your SAP system. Main merge is probably year off as they are very different in disadvantage is complexity (new skills) and license cost. nature. Even aligning 2 widely different products is hugely complex and for now it would be prudent to wait for real SAP Sybase implementation partners joint products to materialize for testing and PoC’s. Look to As the enterprise market embraces mobility, SAP implementation Syclo for good blue collar apps to replace SAP apps like EAM partners see the opportunity window and most are reacting, but Workorder. the truly experienced skill base is still quite small. Most partners are SAP NetWeaver Mobile 7.3 stand-alone. This is now a part starting on the school bench and lack references, mature of SUP for off-line scenarios but can be used stand alone for methodology and experienced consultants. Your mobility off-line scenarios like field service or field sales. License implementation approach should take this into consideration: costs are zero; it’s included in your ECC license. Main disadvantage is that applications must be adapted to run  It will be very difficult and expensive to hire your own without SUP. experts; find a trusted advisor and train your own staff as SAP Portal-on-Device: Part of NetWeaver Portal and a very you go along cheap, fast and easy way to mobilize on-line processes  Only a handful of partners have methodology and across multiple platforms (HTML). IT organizations can references in Enterprise Mobility Strategy, it’s crucial to utilize current portal skills to develop content. Main check references disadvantage is limited native platform support for full  A staged implementation approach should be used – don’t features; currently only iOS is fully supported. put all eggs into one basket at once. Use Proof of Concepts ITS Mobile: Even though it’s almost 10 years old it’s still a  SAP and its partners still have very few references in Sybase valid choice for warehouse scenarios, offering the lowest projects; investigate response times. When combined with voice-picking  Have strong contracts to govern non-performance during software on top, the old fashioned user interface becomes projects, always important but more so in mobility unimportant. License cost is zero; it’s included in your ECC license. Main disadvantage is the limited user interface and a limited number of standard transactions.
  • Conclusion and Final Words I hope you found this introduction useful and a worthwhile read.The time for enterprises to engage in enterprise mobility is My thanks for inspiration, knowledge and stats go to:absolutely now. Mobility is happening all around your enterprise, Gartnerand like never before employees are taking the initiative and are Kelton Researchpushing for support of their mobile behaviors in the workplace just Logicaas in their personal life. In several business areas you are not really Netcentric Strategiesgaining a competitive edge anymore, you are making sure you keep SAPup with your competitors. If you do it well you can of course gain The Enterprise Mobility Forumthe competitive advantage. VDC ResearchThere are definitely challenges. The technology and architecture All opinions, typos and mistakes are my own. My view is skewedcan be complex and is quite dynamic, and the governance and from working mainly with blue collar mobility. Feel free to disagree.supporting functions must be just as dynamic. This can be Please consider the environment and print responsibly.challenging for many organizations, set in their ways. Good adviceis to get help - an external change agent is beneficial and some oneelse’s tested methodology will save you money and precious time.By implementing a proper enterprise mobility strategy, the riskscan be handled and the costs can be turned into an attractiveinvestment.