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MOBILE STRATEGY EBOOK: The Practical Mobile Strategy Guide

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Page 1: MOBILE STRATEGY EBOOK: The Practical Mobile Strategy …...MOBILE STRATEGY EBOO THE PRACTICAL MOBILE STRATEGY GUIDE 06 SHARE THIS PAGE Mobility is a hot topic. As mentioned in the

MOBILE STRATEGY EBOOK:

The Practical Mobile Strategy Guide

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ChaiOne is an Enterprise Mobility Agency that helps companies transform their business leveraging mobility at scale.

ABOUT CHAIONE

MOBILE STRATEGY EBOOK: THE PRACTICAL MOBILE STRATEGY GUIDE

MOBILE STRATEGY

AGILE DEVELOPMENT

USER EXPERIENCE DESIGN

QUALITY ASSURANCE

2

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WRITTEN BY

ADRIAN GARCIA

Adrian Garcia is a Senior UX Researcher at ChaiOne. He has

published academic articles related to HCI, has improved the design of auditory and WYSIWYG interfaces,

and currently helps fortune 500 companies improve their user

experience. Adrian Garcia and Jared Huke jointly created ChaiOne’s Design Strategy and process.

WRITTEN BY

NATALIE CHENG

Natalie Cheng is the Social Media & PR Coordinator at ChaiOne. She

is responsible for creating and editing content for the ChaiOne

blog, website, social media accounts, decks, eBooks, and other

presentation materials. Before ChaiOne, Natalie was a community

manager and writer for a large technology publication.

DESIGNED BY

LALI LOBZHANIDZE

Lali Lobzhanidze is a Senior Interaction Designer at ChaiOne.

She brings more than ten years of design experience to the team.

She is responsible for redesigning the ChaiOne website and

crafting interactive user experiences by utilizing

research, prototyping, and reinforcing visual aesthetics.

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05 Introduction

08 Building a Mobile Team

11 Developing a Center of Excellence

15 Initiating the Design Strategy

21 Creating an Ecosystem Roadmap

29 Conclusion

MOBILE STRATEGYEBOOK:

The Practical Mobile Strategy Guide

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01Introduction

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Mobility is a hot topic. As mentioned in the “Why Mobile?” eBook, interest continues to grow as businesses seek to enhance productivity, increase profitability, reduce waste, and transform their core business operations. The transition to mobility is precipitated by consumer uptake of mobile devices and enterprises adopting BYOD policies. These policies are predicted to compose 35% of businesses by 2016. Getting mobile is key for businesses to stay competitive because it enables their workforce to interact with and contribute to sources of information on the go, and it makes it possible to create content anywhere, anytime. Additionally, our experience in designing mobile ecosystems, which are collections of mobile apps that work in harmony across a set of interdependent user groups, has shown that team collaboration and efficiency can be elevated to unprecedented levels if they are designed and implemented properly. Businesses unwilling to adapt and leverage the benefits of mobility will be left behind.

INTRODUCTION

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Whether designing a single mobile app to automate a particular process or designing an ecosystem to automate several processes, the design and implementation of mobile apps needs to be handled with care. Apps of this nature are not like consumer apps, where an unsuccessful product results in lack of adoption that a user interface update can fix. When creating apps for business operations, the risk of creating unsuccessful apps is paralyzing the operations resulting in major financial losses. Avoiding this risk can only be done by building a mobile team, developing a center of excellence, initiating a design strategy, and creating the roadmap for implementing an ecosystem that will meet specific objectives. Collectively, we call this the Mobile Strategy.

INTRODUCTION (CONT.)

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02Building a Mobile Team

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BUILDING A MOBILE TEAMA mobile strategy cannot be executed without the right team. The team is responsible for making the vision a reality and consists of the following members:

UX RESEARCHER - This person is responsible for measuring the business objectives, identifying system requirements, and measuring the usability and effectiveness of the product throughout the development cycle.

DESIGNERS - They are needed to visually craft what the application will look like and will determine how the user will interact with an app. Designers work with researchers in order to create an app that is intuitive and meets business objectives.

DEVELOPERS - These people are responsible for developing mobile apps since they are the ones who will build the code for the app. Without them, the mobile app wouldn’t exist.

QUALITY ASSURANCE SPECIALIST - Since no developer wants to say that their code is wrong, QA Specialists act as an impartial party that tests an app to ensure that everything works properly. They make sure to find all the bugs and issues in an app.

SCRUM MASTER - Scrum Masters aka Project Managers are needed to clear roadblocks to make sure that the team meets deadlines and stays true to the vision.

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BUILDING A MOBILE TEAM (CONT.)From our experience, we’ve learned to look for certain personality characteristics when building a team. Since mobile is a technology that continually changes, people need to be curious, opinionated, passionate and quirky.

“CURIOUS” From the design and development perspective, members of the team need to be curious and ask questions. Asking questions makes processes better and improves the quality of any product or service. (ex. Why are we doing it this way? Is that the best way to do this?)

“OPINIONATED” They should be able to develop an opinion and defend it against challenges. We believe that the best ideas will ultimately win.

“GENUINELY PASSIONATE” People in the mobile team are legitimately passionate about this stuff. They are eating, sleeping, and breathing mobile and technology.

“A LITTLE QUIRKY ” The people that are the most successful in mobile teams tend to be a little quirky. They have other passions in fields like music or coffee that can be blended in with their professional lives and help keep the ball moving forward.

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03Developing a Center of Excellence

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DEVELOPING A CENTER OF EXCELLENCEIN ADDITION to having a mobile team, having a center of excellence or COE is necessary for unifying efforts. For those unfamiliar with the term ‘center of excellence’, it refers to a team or entity that provides leadership, best practices, research, and training for a particular area. These centers are present in various industries such as technology, education, and business. For example, the Forensic Technology Center of Excellence (FTCoE) exists to test, evaluate, and provide technology transition assistance for crime labs and other agencies. ANOTHER EXAMPLE of a center of excellence would be the Carolina Center For Educational Excellence, an outpost of the School

of Education at UNC-Chapel Hill. The center serves as a link between the academic world of university research and the practical world of teaching and learning in schools. In technology companies, the center of excellence is associated with things like software and mobile. For an effective mobile strategy, a mobile center of excellence is needed.A Mobile Center of Excellence (mCoE) is a type of center of excellence which includes a group of people that are set aside in IT as the knowledge center in mobile. People in the organization can come to this center of excellence to get guidance and advice on policies and procedures if they want to pursue a mobile project. The mCoE

helps facilitate mobile initiatives and acts as a gatekeeper to make sure the most important initiatives get approved in the enterprise. According to an IDC white paper, mobile centers of excellence “help to establish a centralized strategy, governance, and set of standards – from both technological and organizational perspectives – to facilitate a scalable strategic enterprise mobility program”.

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THE KEY DRIVERS for developing a mCoE include a need for alignment and agility, mobile app and website development requirements, BYOD programs, and an emphasis on accountability and measurement. With an increase in decentralization of IT purchasing and increasingly complex business units, companies

need IT alignment in regards to mobile. A mobile center of excellence can help control technology selection and reduce costs of duplicate work. With a mCoE, organizations can prioritize mobility projects, share best practices, and help direct software development lifecycle principles.

DRIVERS FOR DEVELOPING MOBILE CENTERS OF EXCELLENCE

DEVELOPING A CENTER OF EXCELLENCE (CONT.)

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ANOTHER DRIVER to consider is the implementation of BYOD programs across various organizations. The mCoE can help govern BYOD programs in areas such as strategy, standards, and business needs. Even though BYOD is a hot topic among enterprise IT, we find that the ultimate key driver for developing a mCoE is to emphasize and increase accountability and measurement. Creating a mCoE can ensure consistency for mobility projects that are tied directly to core business objectives.

THERE ARE MANY challenges that come with assembling a mobile center of excellence and introducing a new technology initiative. Change can be hard, and companies will need to learn how to work with both early adopters and laggards in order to show the benefits of a technology initiative. Ultimately, building a mobile center of excellence will take work, but it helps an organization decrease its mobile app development costs in the long term. Along with financial benefits, the mCoE will help improve software

quality assurance while maintaining the organization’s brand throughout these initiatives.

DRIVERS FOR DEVELOPING MOBILE CENTERS OF EXCELLENCE

DEVELOPING A CENTER OF EXCELLENCE (CONT.)

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04Initiating the Design Strategy

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After building a team and developing a mCoE, the next step is initiating the design strategy. When designing mobile apps or ecosystems that transform businesses, being concerned with aesthetics is not enough. Executing a strategy that defines objectives, formulates hypotheses on how well the objectives can be satisfied through mobile solutions, measures the deployed solution’s effectiveness, and then iteratively works towards success is the only way to ensure that the implemented solution is enhancing, rather than weakening, business operations. To this end, we uniquely integrate principles and techniques from Lean Sigma, Human Factors and User Centered Design. Proper design strategy should:

INITIATING THE DESIGN STRATEGY

1 DEFINE MEASURABLE BUSINESS OBJECTIVES

2 IDENTIFY AND EXECUTE THE RESEARCH STRATEGY

3 PREDICT BUSINESS IMPACT

4 MEASURE THE RESULTS

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TO DESIGN and implement mobile ecosystems that enhance business operations, objectives need to be defined and measured. Common examples of business objectives include increasing: efficiency, productivity, worker satisfaction, and job performance. Delivering on any objective requires knowing how to measure it.

FOR INSTANCE, as businesses are getting mobile for the first time, a typical business objective is to “increase efficiency”. In this case, the next step is determining how to measure efficiency. Will the app be declared more efficient if users can complete core tasks faster with the app in comparison to the old system or process?

Or is the app more efficient if the entire operation is faster resulting in increased revenue per quarter? How the objective will be measured changes the research strategy and the hypotheses that are formulated from it.

INITIATING THE DESIGN STRATEGY (CONT.)DEFINE MEASURABLE BUSINESS OBJECTIVES

ChaiOne Spice: We encourage thinking about business objectives and metrics by their underlying monetary value. At ChaiOne, we track metrics that are representative of workers’ performance with the mobile ecosystem, and then extrapolate this information to gauge financial impact prior to deployment.

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INITIATING THE DESIGN STRATEGY (CONT.)IDENTIFY AND EXECUTE THE RESEARCH STRATEGY

ChaiOne Spice: At ChaiOne, all data collected from the various methods used throughout the project are always directed towards identifying a means of satisfying the business objectives. We never superfluously collect data. The output of one stage of research is always the input into the next. The sum of all these steps initiates our Lifecycle Services which we use to iteratively work towards success.

ONCE BUSINESS OBJECTIVES

are defined and the means of measurement are determined, we then create and execute the proper research strategy. At ChaiOne, we use a wide range of methods to identify solutions for each project. These methods can include: ethnography,

contextual inquiry, data mining, user interviews, diary studies, card sorting, various forms of usability testing and analytics. All of this research is aimed at formulating hypotheses and benchmarks that are relevant to the project. We then test against them at later stages of development.

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ONCE WE DEFINE the business objectives, know what to measure, and establish hypotheses and benchmarks relevant to the project, we then strategically engage in various forms of usability testing to collect metrics that allow for statistical validation of the hypotheses and predictions to be made on how well the objectives can be satisfied.

INITIATING THE DESIGN STRATEGY (CONT.)PREDICT BUSINESS IMPACT

ChaiOne Spice: We collaborate closely with clients in making these validations and predictions to determine project viability throughout the scope of the project.

1 23 4

5 6

7

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INITIATING THE DESIGN STRATEGY (CONT.)MEASURE THE RESULTS

THE HYPOTHESES FORMULATED and refined throughout the research strategy are then tested against mobile analytics and other metrics of interest after the mobile solution is deployed. Too often, UX Researchers fail to track metrics pertinent to business objectives after release. They are often narrowly focused on satisfaction scores or error rates captured in usability tests

during the middle stages of the development cycle. By implementing design strategy correctly, knowing which metrics to track will be clear and the analytics team will know exactly when to iterate, if necessary, based on objectives and robust hypotheses formulated at the beginning of the project.

“Too often, UX Researchers fail to track metrics pertinent to business objectives after release.”

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ChaiOne Spice: Our design strategy feeds into our Lifecycle services which keep businesses functioning at optimal levels, and the team iteratively working towards success.

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05Creating an Ecosystem Roadmap

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CREATING AN ECOSYSTEM ROADMAPCreating an enterprise wide mobile strategy can be a daunting task especially if you have never done one before. Where should you start? The following pages outline a roadmap to get started.

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CREATING AN ECOSYSTEM ROADMAP (CONT.)

1 THE COMPANY CULTURE: Depending on your company’s culture, implementing an enterprise wide mobile strategy will vary. Remember: You don’t want to change a company’s culture too soon. If your company has an internal IT department, it is important to involve these people in the process. Their input will help with the overall success of a mobile strategy. In other companies, IT projects are outsourced completely. You’ll need to work with the outsourced company to ensure that both parties understand what the vision is for the mobile solution. There are also companies that have a mixed model where they have a small IT department and work with outside companies as well. It is very important to figure out the company culture before considering a strategy.

ROADMAP

To begin the process of creating an enterprise wide mobile strategy, remember to consider three important things:

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CREATING AN ECOSYSTEM ROADMAP (CONT.)

2 GOALS: What are your immediate and long term goals? Some companies want quick wins. At ChaiOne, we find that it is best to align with a company’s immediate needs so we can align with their processes.

3 MEASURABLE OBJECTIVES: This is a crucial part of any strategy whether it involves mobile or not. Identifying objectives helps you craft a strategy that then serves as a tool for measuring your efforts. With research, you’ll find that there will be various opportunities to implement a mobile solution into your company’s ecosystem. By identifying the objectives that are most important to your business first, you’ll know where to start.

“Identifying business objectives helps you craft a strategy and then serves as a tool to measure your efforts.”

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CREATING AN ECOSYSTEM ROADMAP (CONT.)ACME CORP’S MOBILE ECOSYSTEM

The objective of the ecosystem is to increase customer loyalty, measured by repeat customers’ purchase volume over time. The first circle represents the business areas affecting Sales Reps. The second circle shows tasks that Sales Reps execute. The last circle represents features of the ideal app. For an effective ecosystem, the app needs to enhance the execution of tasks and be integrated with all business units affecting the Sales Reps.

SALESREP

ACCOUNTMANAGERS

CREDIT

DISPATCH

INVENTORY

CUSTOMER

MANAGEMENT

ACMECORP

ANALYTICS

SALES ECOSYSTEM SALES TASKS CATALOG APP ELEMENTS

CATALOG

PLANNING

MENUANALYSIS

ORDERTAKING

CONTENTLOCKER

CUSTOMERPROFILE

PRODUCTS &SERVICES

TOOLS

PAYMENTS

TRAINING PROSPECTING

CATALOGSALES

REP

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CREATING AN ECOSYSTEM ROADMAP (CONT.)MILESTONES

1 FIRST YEAR: When planning a mobile strategy, we begin by ideating different applications and mapping out an ecosystem to identify areas of the business where mobile solutions can help. Since the ecosystem is filled with various solutions, you’ll have to decide on the business areas or processes you want to focus on first. Since it will be the first year of your mobile strategy, it’s best to think about the Minimum Viable Product or MVP. A minimum viable product helps you get a mobile app out quickly and then expand upon it with additional apps later.

When you get software builds of the app, you need to use it and give feedback so that the developers can fix any problems and add additional features that will improve the KPIs. Your organization will feel more engaged in the transformation process when everyone feels that their feedback is being heard. To add to that, it is important to have a mechanism to allow for the collection of feedback from users. The most important thing to remember is: There is no point in putting out an app when no one wants to use it.

Milestones are an important part of implementing a mobile strategy. It’s crucial to understand that there are various phases to get to a great mobile ecosystem. These milestones will help keep the project on track and companies focused on goals.

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CREATING AN ECOSYSTEM ROADMAP (CONT.)MILESTONES (CONT.)

2 AFTER THE FIRST YEAR: After the first year or two, your company should identify other parts of the ecosystem to focus on. At this point, the apps you will be focusing on will be more transactional. Transactional apps will change more of your processes and you’ll see the additional possibilities of mobile solutions. Once you’re able to see these opportunities, you’ll be ready for the next major milestone.

3 THE WORLD IS MOBILE: In this milestone, your company will understand that the world is detaching from the desktop. You will be able to tackle additional areas of the ecosystem where mobile solutions can help. Furthermore, you will be able to change core business processes with mobile solutions in order to enhance efficiency and increase ROI. The more you can mobilize

your processes and technologies, the higher chance your organization will be successful for the future.

“There is no point in putting out an app when no one wants to use it.”

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CREATING AN ECOSYSTEM ROADMAP (CONT.)COMPANY CULTURE AND CHANGE

WITH A MOBILE ROADMAP, remember to keep people and the company culture in mind. People are afraid of change. All corporations need to have a good internal communication program with its employees. They need to tell employees the benefits of

mobility and the successes that come from implementing enterprise mobile strategies. It will encourage executives to give the program a chance, and will help win over skeptics. Overall, make sure to move under a single organizational strategy and not under various

strategies for individual business lines or departments. This can be done by implementing a mobile center of excellence to help the organization create a unified mobile strategy.

MISCONCEPTIONS

WHEN THE APPLE store launched, people formed an opinion that mobile apps weren’t like traditional web software since most of the featured apps were 99 cent games. People thought that it only took a couple of weeks to whip out an app, but it actually is no different in scope or design than a complex

SAP implementation. It can be very complex to consider the user experience and how it impacts business objectives. People expect apps to be native and intuitive. One of the biggest challenges for organizations is realizing that there isn’t a difference between mobile apps and traditional web software.

Creating the user experience takes an enormous amount of hours and research, which includes researchers going out in the field to uncover efficiencies by observing employees’ work processes. Without knowing the existing process, there is no way to transform the business.

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06Conclusion

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CONCLUSIONCreating effective mobile ecosystems takes skillful leadership, a great core mobile team, and extensive design strategy, development, and testing. To create a better user experience that aligns with business objectives, organizations need to incorporate user research into their design strategy. Furthermore, creating a mobile center of excellence will take an organization to the next level by providing a team to direct the overall mobile strategy and ensure that a brand is consistent over all initiatives. When planning out a strategy, remember to consider the company culture and organizational goals. Once an organization is ready, they can begin mapping out a mobile strategy and developing milestones. We hope you’ve found this information helpful. If you have any additional questions about mobile, feel free to reach out to us.

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