Enterprise mobility projects come in a variety of sizes using many different methodologies. An agreement should have been reached in the earlier phases of the project on strategically how the blueprint and design phase is to be undertaken. Now is the opportunity to move past the strategy and into the reality, at least for the process and application design. 

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Once you’ve gone through the RFP process, secured funding, and selected a solution for the mobile enterprise project, you’re ready to get started right? Not quite, there’s still one more step, and that’s to get everyone on the same page. 

This is a key area to the smooth running of the enterprise mobility project, especially for the vendor and/or project team members. The project details and constraints along with commercial realities need to be clearly handed over from the sales team to the delivery team. The nature of the project and availability of resources could dictate a formal hand-over or informal sessions. Ideally by this stage, along with the client’s RFP or RFQ document, there is a formal response from the sales team to the customer.

Different organizations have a wide variety of formality in their procurement processes, and an enterprise mobility project is no exception. The length and depth of the process are not always an indicator of success. I’m sure we’ve all heard negative press around failed technology projects, both large and small. What’s important here is a good understanding of the process that the organization will follow and the implications of a particular process.

Mobile enterprise projects can start for various reasons. It could be a pet project from a key person in an organization, an idea by a business improvement team, a replacement project, or any multitude of other sparks that get the fire started on the project.