A Point of View for Enterprise Mobility in the Public Sector

Transcription

1 A Point of View for Enterprise Mobility in the Public Sector

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3 INTRODUCTION Information Technology has become so essential to all aspects of government operations that organizations give it mission critical status and develop detailed IT strategies and long-term IT Roadmaps. Today, government employees are part of a mobile workforce, and constituents communicate with mobile devices. The US Census mobilized 140,000 to 180,000 devices as part of the recent census. Many Public Sector organizations are giving mobility strategy the same level of importance as IT strategy. Now is the time to think about priorities and objectives for a mobility strategy. By leveraging current mobile technology investments, as well as those in enterprise applications like SAP, organizations can create a cohesive mobility roadmap that drives business value, manages IT cost and risk, and extends business operations and analytics to the world of mobile devices SAP AG. All rights reserved. SAP, R/3, SAP NetWeaver, Duet, PartnerEdge, ByDesign, SAP BusinessObjects Explorer, StreamWork, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and other countries. Business Objects and the Business Objects logo, BusinessObjects, Crystal Reports, Crystal Decisions, Web Intelligence, Xcelsius, and other Business Objects products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of Business Objects Software Ltd. Business Objects is an SAP company. Sybase and Adaptive Server, ianywhere, Sybase 365, SQL Anywhere, and other Sybase products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of Sybase, Inc. Sybase is an SAP company. All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. National product specifications may vary. These materials are subject to change without notice. These materials are provided by SAP AG and its affiliated companies ( SAP Group ) for informational purposes only, without representation or warranty of any kind, and SAP Group shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP Group products and services are those that are set forth in the express warranty statements accompanying such products and services, if any. Nothing herein should be construed as constituting an additional warranty. The potential for high-value mobilization across the enterprise ecosystem is tremendous. An integrated strategy can allow for data sharing and user collaboration within the organization and externally with constituents providing meaningful communications to stakeholders outside the walls of the organization. Mobility Accelerates Government Agility Office of Budget Environ. Protection Constituent Services Revenue Public Utility Commission Ports & Airports General S ervice Public Safety Your Organization Economic Development Maintenance Comptroller Corrections Health Public Welfare Treasury Auditor General Mobile Alerts Mobile Workforce Mobile Case Workers Mobile Benefit Payments Mobile ICM Mobile Payments Mobile Billing Property Tax Appointments Queuing Analytics

4 THE FOUR PILLARS OF A MOBILE STRATEGY A framework for a Public Sector mobility strategy rests on Four Pillars: Creating mobile assets; Connecting users on an array of devices to the transactions and information they need; Controlling access authorization and risk, as well as functional and transactional scope; and Consuming mobile technologies. Without a strategy or platform in place, these four pillars are at odds -- creating a friction between regulatory, business, network, and application development challenges. However, a mobility strategy that rests on an integrated platform will reach a balance between IT requirements and organizational demand, reinforcing collaboration and innovation across the enterprise. Create Creation of mobile organization applications with an intuitive interface will drive business process performance and constituent outreach to connect organizations like never before. Connect Connection demands a platform that integrates back-end data from any source and delivers onto heterogeneous devices that operate on multiple networks and operating systems. Control Control of user access necessitates governance to protect employee and constituent information, as well as organizational intellectual property, in the case of device theft or loss. Consume Create IT Requirements Control Integrated Platform Connect Consume Business Demand Consumption requires a platform for collaboration. Data captured by a mobile application will be useful to many people inside and outside the walls of the organization. If the mobile application serves a business process that has dependencies, everyone involved in related processes will need access.

5 CHALLENGES TO MANAGING THE MOBILE ENTERPRISE Mobility represents a complete departure from previous models for Information Technology. Smartphones, tablets, ipads, and the myriad of mobile devices to come are different from PCs in several fundamental ways. Public Network Connection Whereas desktop systems and laptops connect to enterprise servers through an organization network, mobile devices rely on phone carrier networks for connectivity. Add to this challenge the trend of consumerization: Users want convergence between their personal and professional devices, which only sharpens the challenges of funding, management, security, and access. Multiple Operating Systems and Specialized Applications Traditional devices like desktop PCs, laptops, and notebook computers typically run the same Operating System (e.g., Windows). Mobile devices, on the other hand, run many different Operating Systems. As the mobility landscape evolves, CIOs must prepare to manage no less than six major mobile operating systems, 1 two of which were not even on the radar just three years ago. Managing a mobility strategy, therefore, requires a new layer of application development and management separate from PC software protocols. Mobile workers rely on specialized applications, and only those users with a need to access particular data will have the necessary applications installed on their devices. Over time, the organization will develop a large catalogue of proprietary and specialized mobile applications. Managing the Enterprise App Store for Meaningful Search In previous decades, the majority of an organization s needs were met through solutions that were custom developed or purchased and then disbursed to all users. Not all users will need all available mobile applications. With an enterprise app store, users will have an active role in downloading applications; instead of entering a Help Desk ticket and waiting weeks for a new app, they can just click the icon in the app store and start using the new app immediately. As a generation that grew up with the Internet and smart phones enters the workforce, the expectation for business applications is that not only the user experience, but also the provisioning, will mirror personal device usage. The enterprise app store model is one step closer to that convergence. However, managing an enterprise app store possesses its own set of challenges. Much like the World Wide Web has become cluttered with content both useful and worthless; an enterprise app store will become cluttered with applications both valuable and faulty, if not properly managed. A meaningful approach to the enterprise app store necessitates a unified platform and a mobility strategy governing application development and access controls. A further step would be a set of design principles governing not only user access, but application validity, such that the business value can be evaluated and communicated. Government data can then be 1 Google Android, RIM Blackberry, HP Web OS, Nokia Symbian (more prevalent internationally), Apple IOS, and Microsoft Windows Phone 7

6 encrypted and managed in secure and managed containers separate from the consumer elements and data on today s mobile devices and tablets. Mobile Applications Differ from On-premise Applications Today s typical mobile application is downloaded from a public app store and runs in standalone mode, requiring little or no access to external apps or systems. Enterprise mobile applications, by definition, require access to core business systems. There are several considerations in developing and deploying enterprise mobile applications. Back-end system access Determining what systems are accessible and appropriate access methods Controlling system access to prevent opening potential security holes into the enterprise network Data caching to improve mobile application performance Tran saction loading Mobile application design to prevent high volumes of transactions from negatively affecting enterprise system performance Adoption of mobile applications is hard to predict, transaction loads on backend systems as adoption increases needs to be predictable Controlled data access Mobile applications should fit into the IT Security plan and they should not open additional paths through DMZs and Firewalls User Roles and Responsibilities should extend into the mobile world leveraging LDAP and Directory services Enterprise data sent to mobile devices should be encrypted at the highest levels possible, both in transit and at rest. Managing the mobile devices within the IT Security plan Mobile devices should pass through an authorization process before they can access your network Security policies on mobile devices should be remotely distributed and managed It is essential to be able to wipe enterprise data on lost or stolen mobile devices Governance The approach to mobility governance should be an extension of existing governance across the enterprise. Human Resources, Finance, Security, and Legal policies regarding laptop use are already in place; mobility policies should be given at least as much consideration as these policies, if not more. However, it is important to enable flexible evolution of mobility policies such that the pace of innovation is not stifled. Mobility DNA should be imbedded into the organization at every level, but while the landscape is evolving so rapidly, it may be worth considering installing a Mobility Center of Excellence or Advisory Council consisting of cross-functional team members to shape the Mobility strategy and drive governance. A number of new risks associated with mobility emerge across Human Resources, Finance, Security, and Legal processes with the shift to a Bring Your Own Device policy. While Bring Your Own Device may serve to lower IT Infrastructure costs, a number of governance risks across the enterprise require additional consideration:

7 Human Resources: It is generally recognized that Access Controls into enterprise areas need to be established, but a more nuanced challenge with mobile devices is the boundary between personal and professional access. For example, in a Bring Your Own Device environment, the employee owns the device and an associated data plan, so what he/she views on personal time is outside of organizational control. On the other hand, what if an employee is using the organization network to download a movie or surf the web? What kind of policies need to be in place? Activities now need to be both time and network aware. Finance Cost Allocation: A number of issues bear consideration for both voice and data. For example; What if a work document exceeds data policies who pays for that download? What if an employee or constituent traveling internationally for personal reasons must spend a day on and phone calls who pays for the additional roaming charges? Furthermore, we are moving to a world where each user might carry multiple devices and form factors; your organization should consider how solutions charge per user or charge per device. The future is unbounded, so financial models should respect that growth. Legal and IP Protection: Injury, theft, and data loss (financial records, citizen records, and HR health records) are very real issues that require thoughtful policies. Can organizational data, including enterprise applications and business intelligence, be isolated and wiped from an employee s personal device? Regarding intellectual property creation: Today, when an employee creates a service or product on organization time or on organization equipment, that service or product is legally the organizations property. With Bring Your Own Device, the boundaries are less clear. A programmer is not supposed to use an organization-issued ipad to build an app to sell for his or her own profit. But what if he or she owns the ipad but is leveraging organization infrastructure such as their network; where do you draw the line? And how do you enforce it? Security: Three kinds of Security considerations need to be evaluated: Network Security: Activities as innocuous as wireless can present a threat as an increasing number of mobile enterprise users conduct business over Mobile IPS and SSL based-vpn networks. The introduction of (unsecured) personal devices behind an enterprise firewall could ultimately lead to virus infection of the network and both wired and wireless endpoints. Device Security: These threats occur when enterprise data on personal devices is at risk due to theft or misplacement. Device Security includes Mobile information protection and control for data loss prevention and file encryption, Mobile security and vulnerability management for device lockdown, security policy and compliance management, and Mobile Anti-Malware to establish firewalls to protect against viruses and intrusion. Identity Security: Personal information for enterprise network access and other apps (e.g., banking, social networking, etc.) is at risk from snooping. Like the PC-environment of the late 1990s, the number of mobile viruses is growing significantly as mobile-based commerce, banking, and social activities expand, leading to heavy reliance on authentication and authorization through mobile identity and access management.

8 Device level security Role-based credentials Secure data access and creation Central control to wipe data or apps Network level security Architected security model provides end-to-end security from mobile device to back end systems Identity management Single sign-on for access and authorization to enterprise apps Single click process for network connection and user session With regards to mobile applications outside the walls of the organization to partners and to constituents a new set of questions arise around data access, provisioning, and compliance to regulations to allow enough data sharing for collaboration yet protect everything else. Application stakeholders from the lines of business must be identified and consulted for evaluation regarding business priorities, usability, and deployment. This team will govern user access and provisioning, and monitor adoption and needs to be actively engaged in creating and enforcing policies.

9 AN ENTERPRISE MOBILITY STRATEGY REQUIRES A MOBILITY PLATFORM Many organizations begin their adoption of mobility with a specific mobile application, such as mobile . Initial success with mobile applications creates demand for more, which likely must be deployed to a range of mobile devices with unique configuration and management tools. These separate solutions, from different vendors or custom development initiatives, are unable to share data or address the overall integrated business need. To fill the gaps, more point solutions are required, each with development and evaluation cycles, high integration costs, and multiple sources of data. This point solution approach can be very effective for a small group of people, but the absence of a top down vision can lead to management challenges. The net effect is that specialized mobile solutions lead to isolated planning and siloed workflows at a higher-than-necessary Total Cost of Ownership (TCO), often sub-optimizing business value. Mobile Enterprise Application Platform In Mobility, just like in enterprise software, an integrated approach to data visibility and business process collaboration will yield the highest Return on Investment (ROI). It is anticipated that there will be a proliferation of applications that will require reusable integration. The reusability of pre-built logic lowers total cost of ownership, increases return on investment and provides substantial value to government organizations. A Mobile Enterprise Application Platform (MEAP) provides a backbone of common technology for building, deploying, and managing applications that can access any back-end database and run on any mobile device. This integration lowers TCO by minimizing required interfaces. Additionally, applications developed in a MEAP environment easily share data across business processes to leverage one source of truth. MEAP-based solutions are scalable across channels, lines of business, geographies, divisions, and potential new programs and services that embrace the Cloud First initiatives desired by an organization, because applications built once will run on many different device types, and one set of management and security tools support all applications and devices. In a MEAP environment, the Four Pillars of Mobility: Create, Connect, Consume, and Control provide a complete enterprise mobility stack with unmatched integration into SAP and other enterprise systems for secure access to business processes anytime, anywhere, and on any device. This is especially important to assist first responders and law enforcement officials, as well as intelligent coordination with field staff that operate in a variety of different locations. Connect Heterogeneous Data Devices Databases JCA Web Services Software Applications Files Create Eclipse Sybase Unwired Platform Native Application Mobile Business Objects Control Create compelling mobile applications using standard Integrated Development Environments (IDEs) Management Console Consume Heterogeneous Mobile Devices Control device and server management and security BlackBerry iphone ipad Android Window Mobile

10 Mobile Analytics SAP incorporates business functionality and enterprise analytics in its mobility strategy. SAP Mobile Business Intelligence (BI) is designed to deliver critical information to your professionals, regardless of where they are located. By allowing your workforce to access key business intelligence data from their familiar mobile devices, the software helps you provide effective, efficient programs and services in today's global, 24x7 business environment. Make more informed decisions faster with immediate access to online and offline information. Improve constituent relationships by providing your field reps with constituent-centric data that can help them answer constituents' questions promptly and accelerate issue resolution. Boost productivity by enabling workers outside of the office to continue to work effectively. Keep business processes running smoothly by monitoring key performance indicators from the road. Lower total cost of ownership through reuse of deployed BI reports and leveraging the security and deployment functionality of your deployed BI platform. Increase engagement of personnel in program and service delivery Innovation We are at the cusp of witnessing a transformation of the enterprise due to mobilizing internal operations and supplier collaboration, as well as the government-to-constituent relationship. Mobile applications within the enterprise and its ecosystem will transform business process performance and operational efficiency by eliminating process steps and providing on-device access to information anytime, anywhere. For these mobile applications, a number of questions arise: Where is the greatest value? How can mobility extend the investment in the existing software landscape? How can mobilizing workflows and alerts improve business processes? How can government personnel and constituent collaboration be enhanced? How can your organization reinforce ecosystem partnerships with mobile access, and how much (secure) communication should be mobilized? For constituent-facing applications, the focus should be on expanding and enhancing the investment by bringing mobile applications to market for constituents on multiple mobile devices. In addition to building better constituent connections and promoting citizen engagement with government, constituent applications can reduce operational costs by moving constituents away from assisted channels toward self service. This not only helps your organization to reduce its own operational costs but simultaneously increases constituent satisfaction. A framework for evaluating constituent-facing, internal, and ecosystem-facing mobile applications on the parameters of Business Need/Urgency and Business Impact will help prioritize and sequence the approach to innovation.

11 High Mobile Application Innovation Framework (Leveraging SUP-Afari) Constituent-Facing Apps C1 Mobile CRM C2 Mobile Permits C1 I1 C3 Citizen Smart Search C4 Opportunity Internal Apps I1 Mobile Business Intelligence Business Need/ Urgency I3 I2 I3 I4 Mobile Workflow Mobile Time Cards Opportunity C2 I5 Opportunity E1 Ecosystem Apps E1 Mobile Case Worker Low 1 Dep t/ 1 Business process E2 Business Impact (Breadth/Applicability) I2 Enterprise-wide/ Global E2 E3 Mobile Incident Reporting Opportunity Economic Value Low Med High

12 SAP recommends a Mobility Discovery session with your organization s business and IT process owners to discuss several potential mobile applications across the enterprise value chain, including internal applications for employee productivity, transaction management and reporting, ecosystem applications for collaboration with partners, and constituent-facing applications desired to promote collaboration and reduce the cost of constituent services. In conclusion, your organization has a unique opportunity to drive service improvements, improve productivity, increase employee engagement, and lower the TCO of its IT environment by considering an overall mobility platform strategy with business objectives, a prioritized mobility innovation roadmap, and proper governance protocols. By partnering with SAP and its ecosystem, your organization can take advantage of the expertise of the players that are setting industry standards, establishing best practices, and assembling a network of user groups to share lessons learned. OFFICE LOCATION(S) SAP Public Services, Inc. Location 1 Ronald Reagan Building 1300 Pennsylvania Avenue, NW Suite 600 Washington, DC 2004 SAP Americas Location W. Chester Pike Newtown Square, PA 19073