Report Mastering the Enterprise Mobile App Lifecycle

8/13/2019 Report Mastering the Enterprise Mobile App Lifecycle

1/7

This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research andrepresent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc.and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.

July 2013

Mastering MALM:

The Enterprise Mobile Application Lifecycle

Enterprise Mobile App (EMA) adoption is on track for rapid growththroughout 2013 and beyond, based on Aberdeen research into thebusiness benefits of enterprise mobile application (app) development anddeploymentdating back to 2011.The April 2013 Aberdeen report,Enterprise-Grade Mobile Apps: Powering Organizational Transformation,foundthat 62% of the top performers, the Best-in-Class (see sidebar), already havea formalized Mobile Software Initiative (MSI see definition on the nextpage) in place, 35% more than all other respondents combined. Although

organizations are developing mobile apps to remain competitive andoptimize their business processes, most are not fully prepared to functioninternally as mobile app production companies. This Analyst Insight analyzesthe pressures this increasing demand and shortage of app development skillsplaces on them, and identifies the essential steps required to master the artof Mobile Application Lifecycle Management (MALM).

Mastering the Enterprise Mobile App Lifecycle

TheApril 2013 reportreveals that the business benefits of mobile appsaccrue to allrespondents (Best-in-Class, Industry Average, and Laggards)with an MSI, as compared to those without any MSI at all (Figure 1).

Figure 1: The Mobile Apps Driver: 2x Performance Advantage

Source: Aberdeen Group, December 2012

An MSI that delivers custom mobile apps (whether developed in-house oroutsourced) meets the specific work process and data integration needsunique to each organization for which generic off-the-shelf apps alonewont suffice. The business value realized by a well-integrated MSI is

37%

32%

30%

24%

24%

16%

15%

15%

13%

12%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Info access w/in required timeframe

Employee satisfaction

Workload completed on mobile

Operational efficiency

Employee productivity

Percent Year-over-Year Change (n=348)

Mobile Software Initiative (MSI) Y-o-Y Change

MSI

No MSI

Analyst Insight

Aberdeens Insights provide theanalysts perspective on theresearch as drawn from anaggregated view of researchsurveys, interviews, anddata analysis.

Best-in-Class Defined

Aberdeen used three keyperformance criteria todistinguish the Best-in-Classfrom Industry Average andLaggard organizations in theApril 2013 study reportEnterprise-Grade Mobile Apps:Powering OrganizationalTransformation:

88% success in accessingcrucial business informationwithin the time frame

required to resolve the issue(time-to-information)

56% workloadon mobile:the percentage of the totaldaily workload typicallycompleted on a mobiledevice

40% improvement inoperational efficiency year-over-year

Best-in-Class: top 20% of all

performers

Industry Average: middle50% of performers

Laggards: lower 30% ofperformers

All Others: Industry Averageand Laggards combined
http://www.aberdeen.com/Aberdeen-Library/7088/RA-enterprise-mobile-application.aspxhttp://www.aberdeen.com/Aberdeen-Library/7088/RA-enterprise-mobile-application.aspxhttp://www.aberdeen.com/Aberdeen-Library/7088/RA-enterprise-mobile-application.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/7088/RA-enterprise-mobile-application.aspx


2/7

Mastering MALM: The Enterprise Mobile Application LifecyclePage 2

2013 Aberdeen Group. Telephone: 617 854 5200

www.aberdeen.com Fax: 617 723 7897

appealing to many organizations, driving up the demand for apps in avirtuous cycle.Not only is the number of organizations with an MSI growingyear-over-year, but the number of apps being developed by eachorganization is also increasing at an average 38% annual growth rate (Figure2).

Figure 2: More Apps, Fast and Faster


Meeting Mobile Apps Challenges

This rapid growth is not without its challenges. When survey respondentswere asked to identify their organizations top challenges in implementing anMSI, chief among them were security concerns and the lack of mobileplatform standardization (Figure 3).

Figure 3: Lack of Security and Standardization


Although fundamental mobile app security capabilities, such as policy

enforcement, end-to-end data encryption, and app blacklisting increased32% in frequency among survey respondents between 2011 and 2012, lackof security remainsthe top concern for over 60% of respondents apparently the progress made to-date has not been enough to address theseconcerns. Forty-three percent (43%) identified lack of mobile platformstandardization as a top challenge. They are often overwhelmed by choices:device type [tablet, smartphone, or wearable (see sidebar)], operatingsystem (iOS, Android, Windows Phone, or BlackBerry OS), operatingsystem version, and application type (native, HTML 5, or hybrid).

11

14.5

8

12.5

55.9

2011 2012

Numberofapps,

n=175

(2012)&573(2011)

Number of Mobile Apps

Best-in-Class

Industry Average

Laggard

61%

43%

38%

0% 10% 20% 30% 40% 50% 60%

Security concerns regarding proprietary

business data on mobile devices

Lack of mobile platform standardization

IT is under-resourced

Percent of respondents, n=175

Top 3 Challenges

Mainly customer andmaintenance processes aresupported by mobile apps.

More than 30 apps have beendeveloped to cover thosebusiness processes.

~ IT Manager, ConsumeElectronics, Madrid, Spain

Definition of Terms

Agile software developmen

anapplication developmentmethodologybased oniterativeand incremental software

releases,designed for rapid andflexible response to changes inmarket conditions.

Mobile Software Initiative

(MSI): a recognized programwithin the organization todevelop and/or deploy mobilesoftware for business purposes

Operational efficiency: thepercentage of the organizationpotentialproductivity that isactually achieved

Time-to-Information (TTI)

the frequency with which theorganization is able to accessbusiness-critical informationwithin the required timeframe

Wearable device: clothing orwearable personal accessoryincorporating miniaturizedcomputer, software, sensors, awireless connectivity. ExamplesincludeGoogle Glassandsmartwatchessuch as Apples

rumored iWatch, etc.

Workload on mobile device

the percentage of total dailyworkload that is typicallycompleted on a mobile device
http://en.wikipedia.org/wiki/Virtuous_cyclehttp://en.wikipedia.org/wiki/Virtuous_cyclehttp://en.wikipedia.org/wiki/Software_development_methodologieshttp://en.wikipedia.org/wiki/Software_development_methodologieshttp://en.wikipedia.org/wiki/Software_development_methodologieshttp://en.wikipedia.org/wiki/Software_development_methodologieshttp://en.wikipedia.org/wiki/Iterative_and_incremental_developmenthttp://en.wikipedia.org/wiki/Iterative_and_incremental_developmenthttp://en.wikipedia.org/wiki/Iterative_and_incremental_developmenthttp://en.wikipedia.org/wiki/Iterative_and_incremental_developmenthttp://en.wikipedia.org/wiki/Iterative_and_incremental_developmenthttp://www.google.com/glass/start/http://www.google.com/glass/start/http://www.google.com/glass/start/http://en.wikipedia.org/wiki/Smart_watchhttp://en.wikipedia.org/wiki/Smart_watchhttp://en.wikipedia.org/wiki/Smart_watchhttp://en.wikipedia.org/wiki/Smart_watchhttp://en.wikipedia.org/wiki/Smart_watchhttp://en.wikipedia.org/wiki/Smart_watchhttp://www.google.com/glass/start/http://en.wikipedia.org/wiki/Iterative_and_incremental_developmenthttp://en.wikipedia.org/wiki/Iterative_and_incremental_developmenthttp://en.wikipedia.org/wiki/Iterative_and_incremental_developmenthttp://en.wikipedia.org/wiki/Software_development_methodologieshttp://en.wikipedia.org/wiki/Software_development_methodologieshttp://en.wikipedia.org/wiki/Virtuous_cycle


3/7




The concern with complexity extends beyond platform support anddeployment issues the application development (app dev) skills requiredto meet the demands of this heterogeneous mobile app landscape varywidely (Figure 4).

Figure 4: Variety of Skillsets Required


Data Integration

Ultimately, one of the benefits of mobile apps is their ability to put theorganizations essential data assets in the palm of decision-makers hands atevery level of the organization, wherever and whenever well-informedbusiness decisions need to be made. Organizations that have integratedmobile apps with enterprise data from Business Intelligence, Customer

Relationship Management, Social Collaboration, and Content Managementsystems report significant improvements in their ability to deliver business-critical information within the required timeframe (Time-To-Information orTTI), as measured year-over-year (Figure 5).

Figure 5: The Business Value of Data Integration


63%58%

54%50%

42%

51%

37%33%

49%

33%

0%

20%

40%

60%

80%

HTML5 web

apps

Simple native

apps

Hybrid Apps Comprehensive

native apps

Simple web

apps

P

ercentofrespondents,

n=175 App Types Developed In-House

Best-In-Class

All Others

51%

32%

46%

32%

44%

32%

43%

33%

0%

10%

20%

30%

40%

50%

Bus.

Intel. (BI)

No Bus.

Intel.

Cust. Rel.

Mgmt.

(CRM)

No Cust.

Rel.

Mgmt.

Social

Collab.

No Social

Collab.

Content

Mgmt.

No

Content

Mgmt.PercentchangeinTTIYear-over-

Year,n=175

Back-End Data Integration's Impact on Change in TTI

We have a significantopportunity to leveragemobility solutions for fieldservices. Stating that, we donot have a core back-officesolution and as such, mobilitycapability is impaired. We areintending to leverage an ERP /EAM program to develop anddeploy a mobile capability (thusan integrated end-to-endsolution).

~ IT Manager, Large UtilityMelbourne, Australia

Fast Facts

In the December 2012survey, on average,approximately 3 (2.8) mobileapp developmentframeworks were already inuse at each organization.

The top frameworksmentioned: Android (45%),Apple (38%), and Microsoft(30%).


4/7




However, many organizations are challenged by the complexities of dataintegration, as well as offline data synchronization and scalability issues capabilities which software development companies are typically wellfamiliar with. However, most organizations have no intention of becomingsoftware companies. Mobile apps are business tools, a means to an end not end-goals unto themselves.

As a result of having fallen into app development as a business necessity,they are typically lacking in basic app dev lifecycle skills productdefinition, product management, quality assurance, back-end dataintegration, and security and compliance integration among them. In orderto create some order out of this potential mobile app chaos, a systematic,full-lifecycle approach is recommended.

Mastering MALM

In reviewing the best practices of mobile app development across theexisting research, Aberdeen has identified seven key phases in MALM:Identify Specify Acquire orDevelop Secure DeployManage End-of-Life(EOL) see sidebar.

This process is cyclical, with phases of subsequent versions of current appsoverlapping with initial versions of new apps (Figure 6).

Figure 6: Mobile App Lifecycle Management (MALM)


When combined with agile software development principles (see Definitionof Terms) and continuous improvement practices, MALM also becomes aniterative, evergreen process, with the End-of-Life (EOL) phase as an orderlyshutdown when an app finally approaches the end of its useful life.

Many organizations lack the training and expertise demanded by what isessentially a full software product management process. Often little thoughtis given beyond Phase 1 (identifying the business need and business case)

Identify

Specify

Acquire /Develop

Secure

Deploy

Manage

EOL

The Seven Phases of MALM

1. Identify: identify the keyconstituents (customer, businespartner, and/or employees) andthe business need; develop thebusiness case

2. Specify: define apprequirements and productroadmap; determine whetherready-made or custom; decide

whether to make, buy, orintegrate; identify target mobileplatforms

3. Acquire / Develop: identifytarget developmentenvironment; develop, anditerate app; integrate andsynchronize with backend data;test and quality control (repeat)

4. Secure: secure andauthenticate users, apps, anddata access, storage, and in

transmission

5. Deploy: select channels ofdistribution; provision, fulfill, antrack

6. Manage: control softwareversioning (blacklist, whitelist);establish and enforce policycompliance; monitor, analyze,and report app usage

7. End-of-Life(EOL): identifyapps suited for decommission;

track, log, and report appremovals; archive alldecommissioned apps


5/7




and Phase 2 (defining the app required, and evaluating the make / buy /integrate options).

Organizations with MSIs must learn to accommodate these realities:

heterogeneous OS environments with numerous OS versions, multipleapplication models, a variety of enterprise data assets, numerous appdevelopment frameworks, and diverse developer skill sets. As a result, thereis no one size fits all approach to enterprise mobile app development. Aflexible,open platformapproach that can be applied to systematicallyaddress the key MALM phases described above is the logical path.

The Open Platform Approach

Generally speaking, an open platform is defined by itsopen standard-basedapplication programming interfaces(APIs), which enable the platform to beenhanced or extended by third parties, without requiring modification ofthe platforms source code. Using these APIs, a developer can customize theplatform to add or extend its functionality for example, to support a newdevice feature like Near Field Communications (NFC), or barometric andhumidity sensors.

An open app dev platform extends this notion to support the use of anydevelopment framework (Integrated Development Environment or IDE)that a developer prefers, while still taking advantage of the security,modularity, and control that the platform itself offers. This would begin toaddress the relative shortage of app development skills by supportingdevelopers use of the IDEs that theyre already familiar with.

For example, an open app dev platform approach could enable modular

integration with the back-end enterprise data resources and securityinfrastructure. Different groups of developers could use different app devtools, and integrate with enterprise data in a systematic, reusable, andsecure fashion. The reuse, standardization, and modularity supports fastertime-to-market and reduced total cost of development.

Figure 7: The Demand for Open Platforms


50%

50%

23%

0% 10% 20% 30% 40% 50%

Device-Independent application

development platform

Percent of Respondents, n=348

Top Performers Choose Open Platforms

Best-in-Class

Industry Average

Laggard

Definition of Terms

API (Application ProgrammingInterface): a documented openstandard-based softwareinterface to either an open or aproprietary software system

Open platform: a software

platform with open standard-based APIs for system processes

Open standard: a file formator process standard whosespecifications are publiclyavailable

Closed platform: a softwareplatform system with non-standard or proprietary softwareinterfaces
http://en.wikipedia.org/wiki/Open_Platformhttp://en.wikipedia.org/wiki/Open_Platformhttp://en.wikipedia.org/wiki/Open_Platformhttp://en.wikipedia.org/wiki/Open_standardhttp://en.wikipedia.org/wiki/Open_standardhttp://en.wikipedia.org/wiki/Open_standardhttp://en.wikipedia.org/wiki/Application_programming_interfacehttp://en.wikipedia.org/wiki/Application_programming_interfacehttp://en.wikipedia.org/wiki/Application_programming_interfacehttp://en.wikipedia.org/wiki/Open_standardhttp://en.wikipedia.org/wiki/Open_Platform


6/7




As Figure 7 illustrates, half of the Best-in-Class and Industry Averagerespondents presently incorporate device independent app dev platforms,while Laggards trail significantly in this capability. This is an indicator that theopen platform approach to app development is already emerging as a bestpractice.

Key Takeaways: MALM Platform Evaluation Criteria

Organizations looking to incorporate MALM best practices should seek amobile app dev lifecycle solution with an open, modular platformarchitecture that incorporates the following essentials:

Scalableinfrastructure for projects from small to large, as well asfor projects that start small and grow large;

Repeatableor modular pre-built components that can be usedacross different apps and workflows;

Openstandards-based, with well-documented APIs for ease ofintegration;

Flexibleand adaptive workflow that supports a wide selection offront-end app developer tools;

Back-end dataintegration with standard adapters for majorenterprise software and data systems;

Integral identity management, with role-based authorization andend-user authentication with corporate directories;

Wireless data synchronization with off-line caching;

Integralsecurityfor apps and encryption for data at-rest, intransmission, and on removable media; and

Full-lifecycleapp provisioning, control, and management.

Through mastery of the key phases of the mobile app lifecycle, organizationsfor whom software is not their primary business can deliver mobile apps totheir employees, partners, and customers that transform businessprocesses, improve operational efficiency, and delight end-users.

For more information on this or other research topics, please visitwww.aberdeen.com
http://www.aberdeen.com/http://www.aberdeen.com/


7/7




Related Research

Fostering Innovation, Ideation, and Agilitywith Enterprise-Grade Collaboration;May2013

Servicing Enterprise Mobile Apps: TheITSM Difference;April 2013

Enterprise-Grade Mobile Apps: Powering

Organizational Transformation;April2013

Mobile App Crowdsourcery: GreaterBusiness Benefit with Less BudgetGrowth;February 2013

Enterprise Mobility Management-as-a-Service: Cloud Control and Agility;November 2012

Crowdsourcing Apps in a SoMoCloWorld;October 2012 [blog]

Next-Generation Enterprise Mobility:Putting Mobile to Work;October 2012

Mobile Technology + Telemedicine =Smarter Healthcare;September 2012

SoMoClo at the Mobile Edge;February2012

Enterprise B2E Mobile App Strategies:Design, Build, Deploy, Manage andSupport;October 2011

Enterprise-Grade Mobile Apps Go Global:Secure Info When and Where ItsNeeded;July 2011

Author: Andrew Borg, Research Director; Enterprise Mobility & Collaboration([email protected]); Twitter:@MobileAberdeen

For more than two decades, Aberdeens research has been helping corporations worldwide become Best-in-Class.Having benchmarked the performance of more than 644,000 companies, Aberdeen is uniquely positioned to provideorganizations with the facts that matter the facts that enable companies to get ahead and drive results. Thats why

our research is relied on by more than 2.5 million readers in over 40 countries, 90% of the Fortune 1,000, and 93% ofthe Technology 500.

As a Harte-Hanks Company, Aberdeens research provides insight and analysis to the Harte-Hanks community oflocal, regional, national and international marketing executives. Combined, we help our customers leverage the powerof insight to deliver innovative multichannel marketing programs that drive business-changing results. For additionalinformation, visit Aberdeen http://www.aberdeen.com or call (617) 854-5200, or to learn more about Harte-Hanks, call(800) 456-9748 or go to http://www.harte-hanks.com.

This document is the result of primary research performed by Aberdeen Group. Aberdeen Groups methodologiesprovide for objective fact-based research and represent the best analysis available at the time of publication. Unlessotherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not bereproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by

Aberdeen Group, Inc. (2013a)
http://www.aberdeen.com/Aberdeen-Library/8510/AI-enterprise-grade-collaboration.aspxhttp://www.aberdeen.com/Aberdeen-Library/8510/AI-enterprise-grade-collaboration.aspxhttp://www.aberdeen.com/Aberdeen-Library/8510/AI-enterprise-grade-collaboration.aspxhttp://www.aberdeen.com/Aberdeen-Library/8420/AI-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8420/AI-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8420/AI-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8326/RA-mobile-application-crowdsource.aspxhttp://www.aberdeen.com/Aberdeen-Library/8326/RA-mobile-application-crowdsource.aspxhttp://www.aberdeen.com/Aberdeen-Library/8326/RA-mobile-application-crowdsource.aspxhttp://www.aberdeen.com/Aberdeen-Library/8326/RA-mobile-application-crowdsource.aspxhttp://www.aberdeen.com/Aberdeen-Library/8261/RA-enterprise-mobility-management.aspxhttp://www.aberdeen.com/Aberdeen-Library/8261/RA-enterprise-mobility-management.aspxhttp://www.aberdeen.com/Aberdeen-Library/8261/RA-enterprise-mobility-management.aspxhttp://blogs.aberdeen.com/communications/crowdsourcing-apps-in-a-somoclo-world/http://blogs.aberdeen.com/communications/crowdsourcing-apps-in-a-somoclo-world/http://blogs.aberdeen.com/communications/crowdsourcing-apps-in-a-somoclo-world/http://www.aberdeen.com/Aberdeen-Library/8208/AI-enterprise-mobility-management.aspxhttp://www.aberdeen.com/Aberdeen-Library/8208/AI-enterprise-mobility-management.aspxhttp://www.aberdeen.com/Aberdeen-Library/8208/AI-enterprise-mobility-management.aspxhttp://aberdeen.com/Aberdeen-Library/8197/SI-mobile-healthcare-technology.aspxhttp://aberdeen.com/Aberdeen-Library/8197/SI-mobile-healthcare-technology.aspxhttp://aberdeen.com/Aberdeen-Library/8197/SI-mobile-healthcare-technology.aspxhttp://www.aberdeen.com/Aberdeen-Library/7713/AI-social-mobile-cloud.aspxhttp://www.aberdeen.com/Aberdeen-Library/7713/AI-social-mobile-cloud.aspxhttp://www.aberdeen.com/Aberdeen-Library/7088/RA-enterprise-mobile-application.aspxhttp://www.aberdeen.com/Aberdeen-Library/7088/RA-enterprise-mobile-application.aspxhttp://www.aberdeen.com/Aberdeen-Library/7088/RA-enterprise-mobile-application.aspxhttp://www.aberdeen.com/Aberdeen-Library/7088/RA-enterprise-mobile-application.aspxhttp://www.aberdeen.com/Aberdeen-Library/7283/RB-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/7283/RB-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/7283/RB-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/7283/RB-enterprise-mobile-applications.aspxmailto:[email protected]:[email protected]:[email protected]://www.twitter.com/#/mobileaberdeenhttp://www.twitter.com/#/mobileaberdeenhttp://www.twitter.com/#/mobileaberdeenhttp://www.twitter.com/#/mobileaberdeenmailto:[email protected]://www.aberdeen.com/Aberdeen-Library/7283/RB-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/7283/RB-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/7283/RB-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/7088/RA-enterprise-mobile-application.aspxhttp://www.aberdeen.com/Aberdeen-Library/7088/RA-enterprise-mobile-application.aspxhttp://www.aberdeen.com/Aberdeen-Library/7088/RA-enterprise-mobile-application.aspxhttp://www.aberdeen.com/Aberdeen-Library/7713/AI-social-mobile-cloud.aspxhttp://aberdeen.com/Aberdeen-Library/8197/SI-mobile-healthcare-technology.aspxhttp://aberdeen.com/Aberdeen-Library/8197/SI-mobile-healthcare-technology.aspxhttp://www.aberdeen.com/Aberdeen-Library/8208/AI-enterprise-mobility-management.aspxhttp://www.aberdeen.com/Aberdeen-Library/8208/AI-enterprise-mobility-management.aspxhttp://blogs.aberdeen.com/communications/crowdsourcing-apps-in-a-somoclo-world/http://blogs.aberdeen.com/communications/crowdsourcing-apps-in-a-somoclo-world/http://www.aberdeen.com/Aberdeen-Library/8261/RA-enterprise-mobility-management.aspxhttp://www.aberdeen.com/Aberdeen-Library/8261/RA-enterprise-mobility-management.aspxhttp://www.aberdeen.com/Aberdeen-Library/8326/RA-mobile-application-crowdsource.aspxhttp://www.aberdeen.com/Aberdeen-Library/8326/RA-mobile-application-crowdsource.aspxhttp://www.aberdeen.com/Aberdeen-Library/8326/RA-mobile-application-crowdsource.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8424/RA-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8420/AI-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8420/AI-enterprise-mobile-applications.aspxhttp://www.aberdeen.com/Aberdeen-Library/8510/AI-enterprise-grade-collaboration.aspxhttp://www.aberdeen.com/Aberdeen-Library/8510/AI-enterprise-grade-collaboration.aspx

Documents

Report Mastering the Enterprise Mobile App Lifecycle