Device Management Strategy Planning: Defining the Opportunity

To this day, many organizations still struggle with regards to device management strategy. While email security is still a top priority, businesses are attempting to do more with these devices to further enable their employees.

This post series entitled “Device Management Strategy Planning” will endeavour to provide a planning framework in regards to device management for different use cases. The topics covered will be as follows

  1. BYOD
  2. Lifecycle Management
  3. Security
  4. User Management
  5. Application Management
  6. Policies and Compliance
  7. Profile Management

While I will detail business and technology challenges faced by organizations that have a mobile devices in their estate, I will also deal with specific product based solutions. So where to begin? Let’s start with understanding the problem space. This will serve as the context for the use cases that I will cover. Traditionally (can we say that yet in this space?), the MDM problem space is divided into five major segments:

  1. Applications
  2. Users
  3. Protection & Data Access
  4. Management
  5. Devices


From a framework perspective, we can initially focus on each of these segments independently. This will avoid confusion and minimize the number of variable that we have to deal with. Once we have six independent segment frameworks we will link them together. It may be useful to link some of these segments together to be able to develop more meaningful use cases. The most obvious linkages are between the following:

  1. Users and Devices
  2. Data Access and Protection

Amidst the next post in this series exploration of the segments in more detail will be done in further detail. We will start by with a list of questions to answer to help build the various use case scenarios we will deal with. It is also suggest to attend the upcoming Microsoft Virtual Academy session entitled Taming Android and iOS with Enterprise Mobility Suite to further along your strategy planning.

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