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What It Takes for Mobile
Development Projects to Succeed
An IBM Center for Applied Insights Study
Susanne Hupfer
Mobile application development study
1
We surveyed 585 mobile-focused
developers and development
managers from nine countries*
to better understand their
approach to mobile application
development.
* U.S., Canada, Germany, UK, India, Japan, China, Russia, Brazil
Source: IBM Center for Applied Insights, Star qualities: What it takes for mobile development projects to succeed
For more info, visit: ibm.com/ibmcai/mobiledev
2
Only 1/3 of mobile application
development projects are successful --
fully achieving budget, schedule, and
project objectives.
What’s their secret?
3
Does not appear to be related to
• Programming languages
• OS platform choice
• Native vs. web vs. hybrid approach
• Size of development teams
What are successful projects doing differently?
The secret to success
4
Successful projects have a different team and approach
Platforms set
the stage
for flexibility
Leverage platforms that use
cloud services and APIs
Two-thirds use cloud APIs to
assemble the application.
Collaboration
keeps the
production on track
Developers collaborate
continuously with the business,
designers, testers, IT Ops and end
users.
Nearly two-thirds collaborate
closely with business
stakeholders.
User analytics
inspires the
next act
Find inspiration in usage
analytics, not just direct
feedback
58% more likely to cite
usage analytics as a top
source of inspiration for
mobile app innovation.
rightapproachrightteam
Experience and expertise for a strong cast
Successful project teams have greater mobile development experience, and are more likely to have the
development expertise and specialized business/industry expertise needed
Experience and expertise make for a strong cast
Successful
projects
All others
Successful
projects vs.
all others
27%
26%
Inadequate staffing to meet objectives -31%
-30%
39%
37%Lack of development expertise
Major challenges faced
23% 32%Lack of specialized business or industry expertise -28%
Successful projects are 30% more likely to have at least
one developer with more than 5 years of mobile
development experience
Successful projects are more likely to be adequately staffed, with the right
development and specialized business expertise
Platforms set the stage for flexibility
Successful projects are more likely to leverage
platforms that use cloud services and APIs
Successful
projects
All others
67%
53%
46%
31%
Cloud APIs for application assembly
Mobile application development platforms (MADPs)
Cloud-based platforms for development
+20%
+31%
+29%
+35%
56%
41%
35%
23%
Mobile Backend as a Service (cloud application
development services)
Due to the flexibility afforded by both cloud and MADPs, successful projects are
33% less likely to report being locked into a particular platform.
A platform approach
Successful
projects vs.
all others
Collaboration keeps the production on track
Three-fourths of successful projects collaborate using agile software
development methods.
Successful
projects
All others
Successful
projects vs.
all others
62%
58%
Business stakeholders +29%
+26%
48%
46%End users
Close collaboration throughout with
67%
74%
Quality assurance
IT operations (deploy/support the application)
57%
64%
69% 57%Mobile interaction designers/user experience experts +21%
+18%
+16%
Mobile app developers/managers say the #1 trait for developer
effectiveness is ability to collaborate with non-developers,
such as marketing, communications, tech support
User analytics inspires the next act
Two-thirds of successful projects analyze user
behavior closely (20% more likely)
Successful projects are 1.6 times more likely to cite usage analytics as a top source
of inspiration for mobile applications
Successful
projects
All others
Successful
projects vs.
all others
65%
66%
User behavior (app feature usage) +20%
+27%
54%
52%Regularity of application use
Significant analysis of
48% 35%Social media sentiment about the application +37%
Successful projects and others are on par with monitoring direct user feedback (e.g., user reviews and
bug reports), but the successful projects are more likely to analyze indirect user feedback
Take your cues from the successful mobile project playbook
• Identify skill gaps and determine how to fill them through
training or partnering.
• Foster a stable team, identifying top developers and
mapping out a career path to keep them.
Build a team of mobile stars Satisfy the need for speed
and flexibility with platforms
• Consider cloud-based platforms and APIs to boost
development speed.
• Use standards-based mobile application development
platforms to avoid vendor lock-in.
Collaborate with the ecosystem
• Identify developers with strong communication and
collaboration skills.
• Provide the right tools and environment to foster
collaboration with designers, testers, IT ops, marketing,
business stakeholders and end users throughout
development.
Keep an analytical eye on your
audience
• Conduct usability testing during development, and use
analytics after launch to identify popular (and unpopular)
features and functions.
• Continually improve the application by incorporating user
feedback and analytical insights.
To learn more about the study, please visit
ibm.com/ibmcai/mobiledev
Notices and Disclaimers
11
Copyright © 2016 by International Business Machines Corporation (IBM). No part of this document may be reproduced or transmitted in any form without written permission
from IBM.
U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM.
Information in these presentations (including information relating to products that have not yet been announced by IBM) has been reviewed for accuracy as of the date of
initial publication and could include unintentional technical or typographical errors. IBM shall have no responsibility to update this information. THIS DOCUMENT IS
DISTRIBUTED "AS IS" WITHOUT ANY WARRANTY, EITHER EXPRESS OR IMPLIED. IN NO EVENT SHALL IBM BE LIABLE FOR ANY DAMAGE ARISING FROM THE
USE OF THIS INFORMATION, INCLUDING BUT NOT LIMITED TO, LOSS OF DATA, BUSINESS INTERRUPTION, LOSS OF PROFIT OR LOSS OF OPPORTUNITY.
IBM products and services are warranted according to the terms and conditions of the agreements under which they are provided.
Any statements regarding IBM's future direction, intent or product plans are subject to change or withdrawal without notice.
Performance data contained herein was generally obtained in a controlled, isolated environments. Customer examples are presented as illustrations of how those customers
have used IBM products and the results they may have achieved. Actual performance, cost, savings or other results in other operating environments may vary.
References in this document to IBM products, programs, or services does not imply that IBM intends to make such products, programs or services available in all countries in
which IBM operates or does business.
Workshops, sessions and associated materials may have been prepared by independent session speakers, and do not necessarily reflect the views of IBM. All materials
and discussions are provided for informational purposes only, and are neither intended to, nor shall constitute legal or other guidance or advice to any individual participant or
their specific situation.
It is the customer’s responsibility to insure its own compliance with legal requirements and to obtain advice of competent legal counsel as to the identification and
interpretation of any relevant laws and regulatory requirements that may affect the customer’s business and any actions the customer may need to take to comply with such
laws. IBM does not provide legal advice or represent or warrant that its services or products will ensure that the customer is in compliance with any law
Notices and Disclaimers Con’t.
12
Information concerning non-IBM products was obtained from the suppliers of those products, their published announcements or other publicly available sources. IBM has not
tested those products in connection with this publication and cannot confirm the accuracy of performance, compatibility or any other claims related to non-IBM products.
Questions on the capabilities of non-IBM products should be addressed to the suppliers of those products. IBM does not warrant the quality of any third-party products, or the
ability of any such third-party products to interoperate with IBM’s products. IBM EXPRESSLY DISCLAIMS ALL WARRANTIES, EXPRESSED OR IMPLIED, INCLUDING BUT
NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE.
The provision of the information contained h erein is not intended to, and does not, grant any right or license under any IBM patents, copyrights, trademarks or other intellectual
property right.
IBM, the IBM logo, ibm.com, Aspera®, Bluemix, Blueworks Live, CICS, Clearcase, Cognos®, DOORS®, Emptoris®, Enterprise Document Management System™, FASP®,
FileNet®, Global Business Services ®, Global Technology Services ®, IBM ExperienceOne™, IBM SmartCloud®, IBM Social Business®, Information on Demand, ILOG,
Maximo®, MQIntegrator®, MQSeries®, Netcool®, OMEGAMON, OpenPower, PureAnalytics™, PureApplication®, pureCluster™, PureCoverage®, PureData®,
PureExperience®, PureFlex®, pureQuery®, pureScale®, PureSystems®, QRadar®, Rational®, Rhapsody®, Smarter Commerce®, SoDA, SPSS, Sterling Commerce®,
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Machines Corporation, registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM
trademarks is available on the Web at "Copyright and trademark information" at: www.ibm.com/legal/copytrade.shtml.
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What It Takes for Mobile Development Projects to Succeed

  • 1. What It Takes for Mobile Development Projects to Succeed An IBM Center for Applied Insights Study Susanne Hupfer
  • 2. Mobile application development study 1 We surveyed 585 mobile-focused developers and development managers from nine countries* to better understand their approach to mobile application development. * U.S., Canada, Germany, UK, India, Japan, China, Russia, Brazil Source: IBM Center for Applied Insights, Star qualities: What it takes for mobile development projects to succeed For more info, visit: ibm.com/ibmcai/mobiledev
  • 3. 2 Only 1/3 of mobile application development projects are successful -- fully achieving budget, schedule, and project objectives. What’s their secret?
  • 4. 3 Does not appear to be related to • Programming languages • OS platform choice • Native vs. web vs. hybrid approach • Size of development teams What are successful projects doing differently? The secret to success
  • 5. 4 Successful projects have a different team and approach Platforms set the stage for flexibility Leverage platforms that use cloud services and APIs Two-thirds use cloud APIs to assemble the application. Collaboration keeps the production on track Developers collaborate continuously with the business, designers, testers, IT Ops and end users. Nearly two-thirds collaborate closely with business stakeholders. User analytics inspires the next act Find inspiration in usage analytics, not just direct feedback 58% more likely to cite usage analytics as a top source of inspiration for mobile app innovation. rightapproachrightteam Experience and expertise for a strong cast Successful project teams have greater mobile development experience, and are more likely to have the development expertise and specialized business/industry expertise needed
  • 6. Experience and expertise make for a strong cast Successful projects All others Successful projects vs. all others 27% 26% Inadequate staffing to meet objectives -31% -30% 39% 37%Lack of development expertise Major challenges faced 23% 32%Lack of specialized business or industry expertise -28% Successful projects are 30% more likely to have at least one developer with more than 5 years of mobile development experience Successful projects are more likely to be adequately staffed, with the right development and specialized business expertise
  • 7. Platforms set the stage for flexibility Successful projects are more likely to leverage platforms that use cloud services and APIs Successful projects All others 67% 53% 46% 31% Cloud APIs for application assembly Mobile application development platforms (MADPs) Cloud-based platforms for development +20% +31% +29% +35% 56% 41% 35% 23% Mobile Backend as a Service (cloud application development services) Due to the flexibility afforded by both cloud and MADPs, successful projects are 33% less likely to report being locked into a particular platform. A platform approach Successful projects vs. all others
  • 8. Collaboration keeps the production on track Three-fourths of successful projects collaborate using agile software development methods. Successful projects All others Successful projects vs. all others 62% 58% Business stakeholders +29% +26% 48% 46%End users Close collaboration throughout with 67% 74% Quality assurance IT operations (deploy/support the application) 57% 64% 69% 57%Mobile interaction designers/user experience experts +21% +18% +16% Mobile app developers/managers say the #1 trait for developer effectiveness is ability to collaborate with non-developers, such as marketing, communications, tech support
  • 9. User analytics inspires the next act Two-thirds of successful projects analyze user behavior closely (20% more likely) Successful projects are 1.6 times more likely to cite usage analytics as a top source of inspiration for mobile applications Successful projects All others Successful projects vs. all others 65% 66% User behavior (app feature usage) +20% +27% 54% 52%Regularity of application use Significant analysis of 48% 35%Social media sentiment about the application +37% Successful projects and others are on par with monitoring direct user feedback (e.g., user reviews and bug reports), but the successful projects are more likely to analyze indirect user feedback
  • 10. Take your cues from the successful mobile project playbook • Identify skill gaps and determine how to fill them through training or partnering. • Foster a stable team, identifying top developers and mapping out a career path to keep them. Build a team of mobile stars Satisfy the need for speed and flexibility with platforms • Consider cloud-based platforms and APIs to boost development speed. • Use standards-based mobile application development platforms to avoid vendor lock-in. Collaborate with the ecosystem • Identify developers with strong communication and collaboration skills. • Provide the right tools and environment to foster collaboration with designers, testers, IT ops, marketing, business stakeholders and end users throughout development. Keep an analytical eye on your audience • Conduct usability testing during development, and use analytics after launch to identify popular (and unpopular) features and functions. • Continually improve the application by incorporating user feedback and analytical insights.
  • 11. To learn more about the study, please visit ibm.com/ibmcai/mobiledev
  • 12. Notices and Disclaimers 11 Copyright © 2016 by International Business Machines Corporation (IBM). No part of this document may be reproduced or transmitted in any form without written permission from IBM. U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM. Information in these presentations (including information relating to products that have not yet been announced by IBM) has been reviewed for accuracy as of the date of initial publication and could include unintentional technical or typographical errors. IBM shall have no responsibility to update this information. THIS DOCUMENT IS DISTRIBUTED "AS IS" WITHOUT ANY WARRANTY, EITHER EXPRESS OR IMPLIED. IN NO EVENT SHALL IBM BE LIABLE FOR ANY DAMAGE ARISING FROM THE USE OF THIS INFORMATION, INCLUDING BUT NOT LIMITED TO, LOSS OF DATA, BUSINESS INTERRUPTION, LOSS OF PROFIT OR LOSS OF OPPORTUNITY. IBM products and services are warranted according to the terms and conditions of the agreements under which they are provided. Any statements regarding IBM's future direction, intent or product plans are subject to change or withdrawal without notice. Performance data contained herein was generally obtained in a controlled, isolated environments. Customer examples are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual performance, cost, savings or other results in other operating environments may vary. References in this document to IBM products, programs, or services does not imply that IBM intends to make such products, programs or services available in all countries in which IBM operates or does business. Workshops, sessions and associated materials may have been prepared by independent session speakers, and do not necessarily reflect the views of IBM. All materials and discussions are provided for informational purposes only, and are neither intended to, nor shall constitute legal or other guidance or advice to any individual participant or their specific situation. It is the customer’s responsibility to insure its own compliance with legal requirements and to obtain advice of competent legal counsel as to the identification and interpretation of any relevant laws and regulatory requirements that may affect the customer’s business and any actions the customer may need to take to comply with such laws. IBM does not provide legal advice or represent or warrant that its services or products will ensure that the customer is in compliance with any law
  • 13. Notices and Disclaimers Con’t. 12 Information concerning non-IBM products was obtained from the suppliers of those products, their published announcements or other publicly available sources. IBM has not tested those products in connection with this publication and cannot confirm the accuracy of performance, compatibility or any other claims related to non-IBM products. Questions on the capabilities of non-IBM products should be addressed to the suppliers of those products. IBM does not warrant the quality of any third-party products, or the ability of any such third-party products to interoperate with IBM’s products. IBM EXPRESSLY DISCLAIMS ALL WARRANTIES, EXPRESSED OR IMPLIED, INCLUDING BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. The provision of the information contained h erein is not intended to, and does not, grant any right or license under any IBM patents, copyrights, trademarks or other intellectual property right. IBM, the IBM logo, ibm.com, Aspera®, Bluemix, Blueworks Live, CICS, Clearcase, Cognos®, DOORS®, Emptoris®, Enterprise Document Management System™, FASP®, FileNet®, Global Business Services ®, Global Technology Services ®, IBM ExperienceOne™, IBM SmartCloud®, IBM Social Business®, Information on Demand, ILOG, Maximo®, MQIntegrator®, MQSeries®, Netcool®, OMEGAMON, OpenPower, PureAnalytics™, PureApplication®, pureCluster™, PureCoverage®, PureData®, PureExperience®, PureFlex®, pureQuery®, pureScale®, PureSystems®, QRadar®, Rational®, Rhapsody®, Smarter Commerce®, SoDA, SPSS, Sterling Commerce®, StoredIQ, Tealeaf®, Tivoli®, Trusteer®, Unica®, urban{code}®, Watson, WebSphere®, Worklight®, X-Force® and System z® Z/OS, are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at "Copyright and trademark information" at: www.ibm.com/legal/copytrade.shtml.
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