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Segmenting Users for Mobile and Client Computing Published: 23 February 2012

Analyst(s): Monica Basso, Federica Troni

Organizations have more options to deliver mobile and client-computing capabilities to their users than ever before, but most are bewildered by the range of choices and complexity. The Gartner user segmentation model helps organizations separate users by identifying common requirements and the optimal set of devices, connectivity, applications and architectural approaches to meet those requirements.

Key Findings ■

The main drivers for segmenting users are: ■

Rationalizing deployment decisions as part of an organization's mobility strategy

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Ensuring that each user gets the mobile and client computing capabilities needed to do the job

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Ensuring that the capabilities fit adequately with user preferences and expectations

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Optimizing capital and operational costs

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Ensuring technology independence

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The primary parameters to consider for user segmentation are autonomy, business processes, collaboration and mobility. Autonomy captures key aspects of deployments, such as security and compliance requirements, as well as bring your own device (BYOD) scenarios.

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The segmentation model identifies profiles of specific user requirements. Each profile can be mapped with the capabilities of mobile and client computing architectures and devices.

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Identifying the right number of user profiles is key to successfully distributing mobile and clientcomputing devices. Too few profiles can lead to underprovisioning some workers, thus affecting their productivity; overprovisioning could lead to overspending. Too many profiles drive complexity and significantly increase operational costs.

Recommendations ■

Set clear business objectives for mobile and client-computing initiatives. Analyze job functions, roles, business processes and applications. Use your conclusions to identify target user groups and their requirements. Capture security and compliance requirements in autonomy.

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Identify the minimum set of user profiles that capture all requirements from targeted job roles/ functions. Most organizations should identify between three and five major user profiles. While one size fits all is rarely an option, every additional profile increases complexity.

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Remember that the operational costs of mobile and client computing often significantly exceed capital costs. In some cases, it may be efficient to reduce the number of user profiles and overprovision some users. Underprovisioning users should not be considered.

Table of Contents Analysis..................................................................................................................................................3 Background......................................................................................................................................3 Objectives........................................................................................................................................4 The Segmentation Model..................................................................................................................5 Autonomy...................................................................................................................................6 Business Processes...................................................................................................................7 Collaboration..............................................................................................................................8 Mobility.......................................................................................................................................9 Main Steps to Use the Segmentation Model...................................................................................10 Building Profiles of User Requirements.....................................................................................10 Evaluating Device Capabilities and Architectures......................................................................12 Matching Capabilities to User Profile Requirements..................................................................13 Interpreting Specific Requirements...........................................................................................13 Action Items...................................................................................................................................15 Recommended Reading.......................................................................................................................15

List of Tables Table 1. Autonomy Parameter Values.....................................................................................................7 Table 2. Business Processes Parameter Values.....................................................................................8 Table 3. Collaboration Parameter Values................................................................................................9 Table 4. Mobility Parameter Values.......................................................................................................10

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List of Figures Figure 1. User Segmentation Model......................................................................................................11

Analysis Gartner clients are increasingly looking to build a single strategy that encompasses client computing and mobile computing. These organizations recognize that there are multiple alternatives to deliver mobile and client-computing capabilities to employees, including consumer mobility and BYOD; however, they struggle with how to map the new options to the needs of their users. In this research, we provide organizations with guidance and support on how to determine who should get what devices and how. The extension of architectural choices in client computing coincides with another key trend: convergence with mobile computing (see "Toolkit: Are You Ready for the Convergence of Mobile and Client Computing?" — Note: This document has been archived; some of its content may not reflect current conditions). The functional requirements of many mobile workers have evolved to encompass multiple devices — from PCs like desktops, notebooks, netbooks and ultra PCs (ultrabooks, ultrathin, ultra lights) to mobile devices, such as media tablets, smartphones and simpler mobile phones. Differences between the functional capabilities of these device categories are steadily eroding. Increasingly, they are used as complementary tools to access the same applications in similar ways (see "Predicts 2012: The Rising Force of Social Networking and Collaboration Services"). Our user segmentation model takes a unified approach to enable organizations to capture requirements of their IT users across the two areas, to optimize deployments and to avoid overspending and lack of productivity.

Background This research expands on and complements Gartner research published in the last decade about mobile user segments. In particular, in mobility, the model described in "Overviewing the Three Vectors of Mobile Worker Segmentation" (Note: This document has been archived; some of its content may not reflect current conditions) aimed to help organizations understand that a single approach (one size fits all) is neither practical nor viable, and navigating the range of mobility options requires a road map. In client computing, the common approach that most enterprises followed for years was one size fits all. Most users had the same OS and application software, with the only difference being the style of device (fixed desktop PCs or notebooks) they used. With the emergence of virtualization technologies and new mechanisms for delivering applications and OS capabilities to users, new architectural options have emerged (see "Choosing From 10 Client Computing Architectural Options" — Note: This document has been archived; some of its content may not reflect current conditions).

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Objectives In building this user segmentation model, we considered the five primary objectives that enterprises have when deciding how to deploy mobile/client-computing capabilities: 1.

Ensure users get the capabilities they need: Enterprises equip users with devices and computing capabilities so they can perform their work duties. This means they must be able to participate in all the business processes that relate to their roles, as required. For example: ■

They can handle the information and content related to all business processes appropriately (whether as a creator, manipulator or consumer).

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They can collaborate with co-workers and other parties involved in their business processes.

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They can perform their duties (and respond) at appropriate speed (within the latency tolerance levels of their business processes).

2.

Ensure that security and compliance requirements are satisfied: When deploying mobile and client-computing capabilities, particularly with consumer technology and BYOD, as well as cloud-based and social-enabled options, organizations need to make sure that compliance with relevant regulations and implementation of IT security is granted. This requires identifying security and compliance requirements, and defining policies for each type of user. These requirements will guide and constrain the selection of mobile and client-computing technical capabilities.

3.

Ensure that computing capabilities and devices fit adequately with user preferences and expectations: Increasingly, users expect some say in the types of devices and applications they use, particularly for mobile devices. Organizations that do not respond to worker preferences and expectations often find workers going underground to serve their needs without IT involvement. How an enterprise accommodates such expectations depends on the user's role and the organization's culture.

4.

Optimize capital and operational costs: Acquiring, deploying, managing and securing mobile and client-computing capabilities for workers represent a large component of any organization's IT budget. Standardization can bring efficiencies and economies of scale in IT operations, the costs of which usually exceed capital costs significantly. But too much standardization means many users get too much or too little capability, compared with what they need, which implies unnecessary and redundant investment in capabilities (overspending) or lack of productivity (underspending). BYOD helps to contain capital costs, but requires additional investments for mobile device management. There is a trade-off between these options, and organizations need to find it to optimize costs.

5.

Provide technology independence: Few organizations can take a "greenfield" approach to deploying client or mobile computing capabilities to users. Most plan an evolutionary path from what they have today. The limitations and constraints of existing technology capabilities thus come into play (e.g., network bandwidth, application architectures and existing contracts with providers). While these considerations necessarily impact the starting point for any change in deployment, they should not be factors in defining the desired state. If a technical constraint will

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need to be overcome before a preferred architectural or device choice can be deployed, then this must be identified when evaluating how to equip users. A user segmentation model must help define technology requirements, not vice versa. For any organization, understanding how best to meet a set of identified user requirements involves compromise in balancing overprovisioning against standardization, functional objectives against technology constraints and the need to protect returns from investments. Deciding how many user profiles to support will be critical to achieving this balance. Identifying and supporting more user profiles should help reduce overprovisioning, but will add to complexity in management and support. In choosing where and how to compromise, the needs of users to perform their work duties must always be met. It is therefore essential that any user segmentation model helps identify the functional capabilities that will be necessary and sufficient for the users to perform their duties as needed. Our segmentation model exposes multiple aspects of user requirements and technology capabilities, so that deployment decisions can be made with a clear view of functional or technical compromises. The model is based on a multistage process, which some organizations may regard as complex. However, using this model will almost always present less complexity to IT leaders, compared with making deployment decisions that impact multiple stakeholder groups without the means to objectively identify the issues and parameters involved.

The Segmentation Model The Gartner user segmentation model identifies a profile through four main axes capturing the key 1

aspects of a worker's behavior and tasks that require mobile and client computing support : ■

Autonomy: The worker's relationship with the enterprise. In particular, it captures the level of autonomy and the access to restricted data, systems and applications.

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Business processes: The worker's engagement in business processes. In particular, it captures the worker's need to access technical resources, such as documents.

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Collaboration: A worker's interactions with people in the daily job activity. In particular, it captures the worker's need for new collaboration styles, such as those supported by unified communication, collaboration and social applications.

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Mobility: The worker's level of mobility in the job role and daily activity. In particular, it captures the location in which he or she needs to work.

These four axes are applied in a two-stage process: first to define user requirements and then to evaluate the capabilities of architectures and devices in meeting those requirements. Along each of the four axes in this segmentation model, we score these requirements and capabilities on an incremental basis using a numerical scale of one to six.

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For a capability to satisfy a user requirement along any axis, the capability's score must be higher or equal to the requirement's score. In each case, a device or architecture capable of supporting a requirement at Level n must be capable of supporting requirements at Level n-1. This user segmentation model is designed to support the needs of generic mobile and clientcomputing users. Organizations with specific business requirements that are not covered by the model are encouraged to adapt the capability definitions to their needs. For example, where users operate in hostile environments, ruggedized devices may be required.

Autonomy Autonomy refers to the worker's relationship with the enterprise. In particular, it captures the level of autonomy and the access to restricted data, systems and applications. Autonomy captures the nature of work performed by the worker — e.g., a worker with a repetitive set of tasks (and often access to a limited range of apps) has a low level of autonomy; a knowledge worker performing a variety of tasks with inherent complexity and a broad range of apps has a high level of autonomy. This axis identifies the degree of independence the user will be permitted in terms of technology choice and configuration — i.e., who the user is and how the enterprise should approach him or her in operational terms. The level of autonomy allowed by the organization may depend on a number of factors, including the user's role, seniority and the sensitivity of the information he or she handles. User autonomy is a proxy for manageability and security requirements, and so reflects a level of trust and assumed user competence (see Table 1). Autonomy is the parameter that can be used to capture requirements for BYOD programs, define policies and assess the applicability of programs and the architecture required to implement them.

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Table 1. Autonomy Parameter Values Value

User Requirements

Device/Architecture Capabilities

1 — None

No ability to adapt processes or access to data.

Well-managed Maximum security

2 — Minimal

Limited ability to adapt processes. No ability to adapt access to data.

Typically managed Maximum security (e.g., in BYOD, with hosted virtual desktop on tablets)

3 — Restricted

Limited ability to adapt processes and access to data. It may be considered for BYOD, with strong control of the corporate footprint on the device.

Typically managed High security (e.g., in BYOD, containerization approaches)

4 — Semiopen

Broad ability to adapt processes. Limited ability to adapt access to data. It may be considered for BYOD, with strong control of the corporate footprint on the device.

Moderately managed High security (e.g., in BYOD, containerization approaches)

5 — Mainly Open

Broad ability to adapt processes. Broad ability to adapt access to data. It may be considered for BYOD, but only for loose control of the corporate footprint on the device.

Moderately managed Minimum security (e.g., in BYOD, selective support with lightweight management)

6 — Full

Able to adapt processes and access to data. It may be considered for BYOD, but only for very loose control of the corporate footprint on the device.

Moderately managed or unmanaged Minimum or no security (e.g., in BYOD, selective support with lightweight management)

Source: Gartner (February 2012)

Business Processes This parameter captures what the worker must do in terms of content and data manipulation (see Table 2). For user requirements, the business processes parameter considers how the user interacts with the business processes to which he or she contributes. For capabilities, the parameter indicates the data and application footprint required on the device to implement the level of data access and manipulation needed to contribute to the business process.

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Table 2. Business Processes Parameter Values Value

User Requirements

Device/Architecture Capabilities

1 — None

Voice only

No client: No local execution Minimal user interface (UI)

2 — Minimal

Forms or Web pages Read/capture/respond

Thin client: Limited application execution, no storage Minimal UI

3 — Simple

Rich-text documents Read/view/respond

Messaging client: Limited application execution, with storage Generalized UI

4 — Regular

Rich media View/listen

Streaming client: Regular application execution, no storage Generalized UI

5 — Complex

Rich-text documents Edit/create

Thick client: Regular application execution, with storage Rich UI

6 — Very Complex

Rich media Edit/create

Rich client: Rich application execution, with storage Rich UI

Source: Gartner (February 2012)

Collaboration We consider collaboration to be the combination of four factors: communications, coordination (planning, control and decision making), communities and social interactions. This axis defines the nature and level of interactions among participants in a given business process and refers to a worker's interactions with people in the daily job activity. It captures how people interact to execute their work, produce the intermediate results (information or else) that are transferred as input to the next activity, coordinate activities and make decisions. It also captures needs for new collaboration styles, such as those supported by unified communication, collaboration and social applications. For user requirements, this parameter reflects who else the workers need to interact with to do their work, and how they need to interact with them. For capabilities, the collaboration parameter defines the communication application types required to support user activity, plus the persistence and service levels of network connections (see Table 3).

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Table 3. Collaboration Parameter Values Value

User Requirements

Device/Architecture Capabilities

1 — None

No peers

No communication applications or connectivity

2 — Minimal

One peer Synchronous communication

Voice/conference call Voice line

3 — Simple

Many peers Asynchronous communication

Email, SMS Low to medium bandwidth data connection

4 — Regular

Many peers Synchronous communication

IM, presence, voice over Internet Protocol (VoIP) Medium to high bandwidth data connection

5 — Complex

Community of peers Synchronous communication

Social networks, wikis Medium to high bandwidth data connection

6 — Very Complex

Community of peers Live communication

Web conferencing/videoconferencing, telepresence Broadband data connection

Source: Gartner (February 2012)

Mobility This axis identifies the locations (geographical points or areas) from which work will be performed, and the degree of mobility required by the user (none, limited, national or international) — i.e., where the user needs to be able to work. For user requirements, the mobility parameter considers where the user works and his or her patterns of movement while working. For capabilities, the mobility parameter indicates the type of networks or data connection contracts required (see Table 4).

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Table 4. Mobility Parameter Values Value

User Requirements

Device/Architecture Capabilities

1 — None

No mobility required One or more fixed connection points, in one or more locations

Fixed network access (broadband at home, corporate fixed LAN)

2 — Minimal

One access area Limited movement

Home wireless LAN (WLAN) access or corporate WLAN access

3 — Simple

Multiple access areas Limited movement

Corporate WLAN access and home WLAN access (many access points in different office locations, including home office)

4 — Regular

Multiple access areas National movement

Corporate and noncorporate WLAN access

5 — Complex

Any location National movement

Corporate and noncorporate WLAN access National WAN

6 — Very Complex

Any location International movement

Corporate and noncorporate WLAN access National WAN with international roaming

Source: Gartner (February 2012)

Main Steps to Use the Segmentation Model The user segmentation model can be used through a two-stage process: ■

First, to build profiles of user requirements

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Second, to plot the technical capabilities of mobile and client-computing architectures and/or devices that can be used to meet these

Note that Gartner provides a Toolkit to capture data, automatically generate the model and check how well the chosen technical capabilities meet user requirements (see "Toolkit: Segmenting Users for Mobile and Client Computing").

Building Profiles of User Requirements Organizations should build a small number of user profiles that collectively encompass the functional requirements of all users. In most cases, a user profile will support multiple job roles. For most organizations, we recommend between three and five user profiles. Larger, more complex and more geographically diverse organizations may want to define more profiles, but we recommend defining no more than four profiles for each business unit. The definition of multiple profiles enables organizations to optimize the range of client and mobile computing technologies they deploy and use. It also provides a structured foundation for a Page 10 of 17

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managed diversity approach, enabling the definition of varied support levels and policies that define how data can move between the corporate network and different categories of devices (see "Use Managed Diversity to Support the Growing Variety of Endpoint Devices"). Since each user profile will normally cover multiple job roles, the first stage is to evaluate the requirements for each individual job role and plot these on our user segmentation model. Defining Requirements for Specific Job Roles When evaluating the specific requirements of a job role, consider all the applications needed to support the business process's activities and tasks. On each axis, use the lowest value that must be assigned to meet all application requirements. Expect some job roles to have nearly identical 2

requirements . Tabulate the requirements or plot them graphically for each job role (see Figure 1). If plotted, then the result will be a four-sided shape, with each point positioned on one of the four axes. Figure 1. User Segmentation Model

Mobility 6

6

6

Collaboration

Autonomy

6

Business Processes Source: Gartner (February 2012)

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Grouping Job Role Requirements to Build User Profiles Most organizations will likely identify at least 10 to 20 job roles, which is too many for each to be handled individually. To create a smaller set of user profiles (typically no more than five), these job role requirements for these job roles must be grouped together. When combining job role requirements to build user profiles, the score for each parameter should be the highest score for that parameter from the constituent job roles. This means that combining any two requirements will always imply some overprovisioning on at least one axis (underprovisioning should never be considered an option). Multinational organizations with multiple operations in different regions/countries may find that the same job role (e.g., project manager) in different locations implies different tasks and requirements. This may depend on differences in local work protection laws, market or business characteristics. Organizations should try to build a unique model that captures as much as possible of the common requirements for the job roles, to be considered a global template for user segmentation. This template should then be transferred to each relevant location and adapted to the local characteristics to grant fidelity of the model to the specific reality of a country, When grouping job roles to form user profiles, we recommend that organizations: ■

Minimize overprovisioning on the autonomy axis where not needed as the highest priority (since this drives higher operational costs and data security risks), keeping in mind that new trends on consumerization and BYOD imply progressive levels of autonomy in mobile and clientcomputing deployments.

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Minimize overprovisioning on the business processes axis as the second priority, keeping in mind that access and manipulation to a broader range of data for mobile workers equate often to much higher productivity for the worker and the company.

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Set a minimum number of workers for each user profile. Below that, there is a risk to overprovisioning and you may want to consider merging that user profile with another one.

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Designate any single job role that represents more than 40% of total users as a user profile. If it significantly exceeds that percentage, it might be possible to differentiate a subset of workers into a separate user profile.

Evaluating Device Capabilities and Architectures The capabilities of different devices and client architectures should also be mapped against each of our four segmentation axes. Note that a device or architecture yields a maximum potential set of capabilities, not all of which will be used by every application. Combining Multiple Devices/Architectures Organizations often decide to use a combination of architectures to deliver mobile and clientcomputing capabilities to users, or to equip users with multiple devices. In many cases, this is the most effective way to minimize the overprovisioning of capabilities.

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When devices or architectures are combined, the capability score for each parameter is the highest score for that parameter from the constituent devices or architectures. If using graphical plots along the four axes of the segmentation model, then the shape of the combined capabilities is depicted by overlaying the plots for the constituent architectures and devices.

Matching Capabilities to User Profile Requirements The capabilities of the devices and architectures being considered can now be compared with the user profile requirements. Note that capabilities must always exceed the maximum requirements of the user's applications along each axis (otherwise, the user cannot adequately perform all of his or her duties). Minimizing Overprovisioning Although some overprovisioning of capabilities is inevitable, organizations should seek to minimize this. By definition, overprovisioning results in the deployment of unnecessary and redundant capabilities that will drive overspending (in capital and operational costs). To minimize overprovisioning, we recommend that organizations consider: ■

Deploying users with two device types. The combined capabilities of two devices often result in less redundancy than a single device that performs all the functions of both devices.

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Applying configuration controls to restrict user access to data and business processes.

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Reviewing user profile definitions to see if small changes in how job functions are grouped together will help minimize overprovisioning.

The process of review for user profiles and device/architectural capabilities should normally be applied through two or more iterations.

Interpreting Specific Requirements The user segmentation model provides a generic framework for identifying the necessary and sufficient computing requirements of users by job type and function. However, we recognize that specific environmental constraints may impose additional considerations that cannot be ignored. For example: ■

Users operating in challenging or hostile environments (for example, factory floor, rescue services or armed forces) may need rugged devices, robust network connections and a higher degree of fault tolerance.

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Users with real-time interaction requirements or who handle time-sensitive information (for example, investment bankers and air traffic controllers) may need higher-performance devices and be less tolerant of network-induced latency.

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Users dealing with highly sensitive data may require greater centralization of capabilities and enhanced facilities to prevent data leakage.

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■

Users who are permanently in transit (for example, truck drivers) require architectures that can tolerate rapid switching of network connections without disrupting application functions.

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Users who need specific levels of training and support to adopt the solution.

Such considerations should be handled by applying an overlay to the segmentation model when determining required capabilities, so that the additional requirements can be met. The user segmentation model is a framework that should be sufficient for most mainstream requirements. Organizations with specific requirements should consider adapting the model to their needs by adjusting parameter scores or adding additional axes to deal with the overlay factors. Interpreting User and Device Requirements for BYOD Programs A growing number of organizations are introducing BYOD programs in response to user demand and for cost optimization (see "Gartner's Top Predictions for IT Organizations and Users, 2011 and Beyond: Control Slips Away"). This brings even more complexity to IT planners dealing with mobility and client-computing choices, as they need to consider a broader range of devices and applications that are not part of their IT infrastructure. The user segmentation model can help organizations make decision on BYOD support for different user profiles, evaluating risks, constraints, requirements and the need for policies. General advice on how to model BYOD in the segmentation model, in particular with regard to the values of parameters in the requirements and capabilities, include: ■

Mobility: Any level of mobility (one to six) is compatible with BYOD. For example, even with mobility Level 1, a user may be allowed to use BYOD desktop at home from a personal connection.

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Autonomy: Given that this parameter represents a worker's access to restricted data and applications, BYOD programs should be considered only with employees who have a level of autonomy higher than Level 1 (consequently setting the appropriate policies to avoid exposures).

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Business processes: This parameter captures the level of corporate data access and manipulation and does not seem to be affected by the device ownership; therefore, BYOD programs are applicable for any level.

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Collaboration: This is the same as for business processes.

The way to deliver applications and other client-computing capabilities to employee-owned devices and its cost vary depending on the level of management and security required in each scenario. The values associated with autonomy of the user, which indicate the level of trust that an organization has in its employees, will dictate the architecture and the management/security tools that can be implemented. With low levels of autonomy, BYOD may be implemented only with zero footprint approaches, such as hosted virtual desktops on media tablets and notebooks. This approach may restrict application delivery and user experience, and negatively affect the support for business process requirements. With higher levels of autonomy, employees may have access to a selected range of data and Page 14 of 17

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applications running locally, as they enjoy the higher level of trust from the organizations; however, appropriate policies and techniques to enforce security and compliance for data at rest on the device, and separation between personal and corporate content data may be required.

Action Items ■

Set clear business objectives for mobile and client-computing initiatives. Analyze job functions, roles, business processes and applications. Use your conclusions to identify target user groups and their requirements. Also, use these profiles to identify key security and compliance requirements, and policies to control them.

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For each relevant job role or function, identify the necessary and sufficient set of mobile and client-computing requirements along each of the model's parameters.

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Identify the minimum set of user profiles that capture all requirements from targeted job roles/ functions. Most organizations should identify between three and five major user profiles. One size fits all is rarely an option, but more profiles can be problematic.

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For each of the user profiles, identify a potential combination of devices, connectivity, applications and/or architectures to meet user requirements. Evaluate the solution's capabilities along each of the model's four parameters.

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Map the user profile requirements against the solution's capabilities. Ensure that any device/ architecture chosen exceeds the minimum user requirement in each segmentation parameter.

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Once technical solutions have been identified for each user profile, evaluate all training and support requirements. Factor the cost of these into any revision of the portfolio of solutions selected for deployment and use.

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Remember that the operational costs of mobile and client computing often significantly exceed capital costs. In some cases, it may be efficient to reduce the number of user profiles and overprovision some users. Underprovisioning users should not be considered.

Recommended Reading Some documents may not be available as part of your current Gartner subscription. "How to Use Gartner's Segmentation Model for Mobile and Client Computing" "Toolkit: Are You Ready for the Convergence of Mobile and Client Computing?" "Choosing From 10 Client Computing Architectural Options" "Bubbles and Footprints: Redrawing the Rules of Client Computing" "Use Managed Diversity to Support Mobile Devices" "Toolkit Tactical Guideline: How to Develop an Enterprise Mobility Matrix"

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"Toolkit Sample Template: Creating an Enterprise Mobility Matrix" "How to Be Successful With Enterprise Mobility" "Overviewing the Three Vectors of Mobile Worker Segmentation" "Enterprises Must Plan for Five Categories of Mobile Workers" "Conduct a Workshop to Effectively Segment Mobile Workers" "Determine the Location Factors of Mobile Worker Segmentation" "How to Build Mobile Worker Segmentation Profiles: Classify Mobile Profiles and Set Requirements" "How to Build Mobile Worker Segmentation Profiles: Technology Selection and Support" "How to Support PDAs and Smartphones in Business, 2006" "How to Develop an End-to-End Policy for Enterprise Mobility" "Establish a Mobility Center of Excellence and Organize for Success" Evidence 1

Our previous mobile worker segmentation model (see "Overviewing the Three Vectors of Mobile Worker Segmentation") created user profiles built around three axes: locations, work style and business requirements. Effectively, these translate to where the user needs to work, how he or she needs to interact with business processes, and the applications he or she uses. In this new model, we have retained those three concepts, but expanded them with new elements that relate to how workers move and interact. 2 To

collect data on different job roles, refer to the guidelines provided in "Toolkit: Tactical Guideline: How to Develop an Enterprise Mobility Matrix" (Note: This document has been archived; some of its content may not reflect current conditions).

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