This document is the result of primary research performed by Aberdeen Group.

een Group. Aberdeen Group's methodologies provide for objective fact-based research and
represent 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 growth
throughout 2013 and beyond, based on Aberdeen research into the
business benefits of enterprise mobile application (app) development and
deployment dating back to 2011. The April 2013 Aberdeen report,
Enterprise-Grade Mobile Apps: Powering Organizational Transformation, found
that 62% of the top performers, the Best-in-Class (see sidebar), already have
a formalized Mobile Software Initiative (MSI see definition on the next
page) in place, 35% more than all other respondents combined. Although
organizations are developing mobile apps to remain competitive and
optimize their business processes, most are not fully prepared to function
internally as mobile app production companies. This Analyst Insight analyzes
the pressures this increasing demand and shortage of app development skills
places on them, and identifies the essential steps required to master the art
of Mobile Application Lifecycle Management (MALM).
Mastering the Enterprise Mobile App Lifecycle
The April 2013 report reveals that the business benefits of mobile apps
accrue to all respondents (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 or
outsourced) meets the specific work process and data integration needs
unique to each organization for which generic off-the-shelf apps alone
wont 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 the
analysts perspective on the
research as drawn from an
aggregated view of research
surveys, interviews, and
data analysis.
Best-in-Class Defined
Aberdeen used three key
performance criteria to
distinguish the Best-in-Class
from Industry Average and
Laggard organizations in the
April 2013 study report
Enterprise-Grade Mobile Apps:
Powering Organizational
Transformation:
88% success in accessing
crucial business information
within the time frame
required to resolve the issue
(time-to-information)
56% workload on mobile:
the percentage of the total
daily workload typically
completed on a mobile
device
40% improvement in
operational efficiency year-
over-year
Best-in-Class: top 20% of all
performers
Industry Average: middle
50% of performers
Laggards: lower 30% of
performers
All Others: Industry Average
and Laggards combined

Mastering MALM: The Enterprise Mobile Application Lifecycle
Page 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 a
virtuous cycle. Not only is the number of organizations with an MSI growing
year-over-year, but the number of apps being developed by each
organization is also increasing at an average 38% annual growth rate (Figure
2).
Figure 2: More Apps, Fast and Faster

Source: Aberdeen Group, December 2012
Meeting Mobile Apps Challenges
This rapid growth is not without its challenges. When survey respondents
were asked to identify their organizations top challenges in implementing an
MSI, chief among them were security concerns and the lack of mobile
platform standardization (Figure 3).
Figure 3: Lack of Security and Standardization

Source: Aberdeen Group, December 2012
Although fundamental mobile app security capabilities, such as policy
enforcement, end-to-end data encryption, and app blacklisting increased
32% in frequency among survey respondents between 2011 and 2012, lack
of security remains the top concern for over 60% of respondents
apparently the progress made to-date has not been enough to address these
concerns. Forty-three percent (43%) identified lack of mobile platform
standardization as a top challenge. They are often overwhelmed by choices:
device type [tablet, smartphone, or wearable (see sidebar)], operating
system (iOS, Android, Windows Phone, or BlackBerry OS), operating
system version, and application type (native, HTML 5, or hybrid).
11
14.5
8
12.5
5
5.9
2011 2012
N
u
m
b
e
r

o
f

a
p
p
s
,

n
=
1
7
5

(
2
0
1
2
)

&

5
7
3

(
2
0
1
1
)

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 and
maintenance processes are
supported by mobile apps.
More than 30 apps have been
developed to cover those
business processes.
~ IT Manager, Consumer
Electronics, Madrid, Spain

Definition of Terms
Agile software development:
an application development
methodology based on iterative
and incremental software
releases, designed for rapid and
flexible response to changes in
market conditions.
Mobile Software Initiative
(MSI): a recognized program
within the organization to
develop and/or deploy mobile
software for business purposes
Operational efficiency: the
percentage of the organizations
potential productivity that is
actually achieved
Time-to-Information (TTI):
the frequency with which the
organization is able to access
business-critical information
within the required timeframe
Wearable device: clothing or
wearable personal accessory
incorporating miniaturized
computer, software, sensors, and
wireless connectivity. Examples
include Google Glass and smart
watches such as Apples
rumored iWatch, etc.
Workload on mobile device:
the percentage of total daily
workload that is typically
completed on a mobile device






Mastering MALM: The Enterprise Mobile Application Lifecycle
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2013 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
The concern with complexity extends beyond platform support and
deployment issues the application development (app dev) skills required
to meet the demands of this heterogeneous mobile app landscape vary
widely (Figure 4).
Figure 4: Variety of Skillsets Required

Source: Aberdeen Group, December 2012
Data Integration
Ultimately, one of the benefits of mobile apps is their ability to put the
organizations essential data assets in the palm of decision-makers hands at
every level of the organization, wherever and whenever well-informed
business decisions need to be made. Organizations that have integrated
mobile apps with enterprise data from Business Intelligence, Customer
Relationship Management, Social Collaboration, and Content Management
systems report significant improvements in their ability to deliver business-
critical information within the required timeframe (Time-To-Information or
TTI), as measured year-over-year (Figure 5).
Figure 5: The Business Value of Data Integration

Source: Aberdeen Group, December 2012
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
e
r
c
e
n
t

o
f

r
e
s
p
o
n
d
e
n
t
s
,

n
=
1
7
5

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.
P
e
r
c
e
n
t

c
h
a
n
g
e

i
n

T
T
I

Y
e
a
r
-
o
v
e
r
-
Y
e
a
r
,

n
=
1
7
5


Back-End Data Integration's Impact on Change in TTI
We have a significant
opportunity to leverage
mobility solutions for field
services. Stating that, we do
not have a core back-office
solution and as such, mobility
capability is impaired. We are
intending to leverage an ERP /
EAM program to develop and
deploy a mobile capability (thus
an integrated end-to-end
solution).
~ IT Manager, Large Utility,
Melbourne, Australia

Fast Facts
In the December 2012
survey, on average,
approximately 3 (2.8) mobile
app development
frameworks were already in
use at each organization.
The top frameworks
mentioned: Android (45%),
Apple (38%), and Microsoft
(30%).

Mastering MALM: The Enterprise Mobile Application Lifecycle
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2013 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
However, many organizations are challenged by the complexities of data
integration, as well as offline data synchronization and scalability issues
capabilities which software development companies are typically well
familiar with. However, most organizations have no intention of becoming
software 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 product
definition, product management, quality assurance, back-end data
integration, and security and compliance integration among them. In order
to 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 the
existing research, Aberdeen has identified seven key phases in MALM:
Identify Specify Acquire or Develop Secure Deploy
Manage End-of-Life (EOL) see sidebar.
This process is cyclical, with phases of subsequent versions of current apps
overlapping with initial versions of new apps (Figure 6).
Figure 6: Mobile App Lifecycle Management (MALM)

Source: Aberdeen Group, December 2012
When combined with agile software development principles (see Definition
of Terms) and continuous improvement practices, MALM also becomes an
iterative, evergreen process, with the End-of-Life (EOL) phase as an orderly
shutdown when an app finally approaches the end of its useful life.
Many organizations lack the training and expertise demanded by what is
essentially a full software product management process. Often little thought
is 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 key
constituents (customer, business
partner, and/or employees) and
the business need; develop the
business case
2. Specify: define app
requirements and product
roadmap; determine whether
ready-made or custom; decide
whether to make, buy, or
integrate; identify target mobile
platforms
3. Acquire / Develop: identify
target development
environment; develop, and
iterate app; integrate and
synchronize with backend data;
test and quality control (repeat)
4. Secure: secure and
authenticate users, apps, and
data access, storage, and in
transmission
5. Deploy: select channels of
distribution; provision, fulfill, and
track
6. Manage: control software
versioning (blacklist, whitelist);
establish and enforce policy
compliance; monitor, analyze,
and report app usage
7. End-of-Life (EOL): identify
apps suited for decommission;
track, log, and report app
removals; archive all
decommissioned apps





Mastering MALM: The Enterprise Mobile Application Lifecycle
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2013 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
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, multiple
application models, a variety of enterprise data assets, numerous app
development frameworks, and diverse developer skill sets. As a result, there
is no one size fits all approach to enterprise mobile app development. A
flexible, open platform approach that can be applied to systematically
address the key MALM phases described above is the logical path.
The Open Platform Approach
Generally speaking, an open platform is defined by its open standard-based
application programming interfaces (APIs), which enable the platform to be
enhanced or extended by third parties, without requiring modification of
the platforms source code. Using these APIs, a developer can customize the
platform to add or extend its functionality for example, to support a new
device feature like Near Field Communications (NFC), or barometric and
humidity sensors.
An open app dev platform extends this notion to support the use of any
development 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 to
address the relative shortage of app development skills by supporting
developers 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 security
infrastructure. Different groups of developers could use different app dev
tools, and integrate with enterprise data in a systematic, reusable, and
secure fashion. The reuse, standardization, and modularity supports faster
time-to-market and reduced total cost of development.
Figure 7: The Demand for Open Platforms

Source: Aberdeen Group, December 2012
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 Programming
Interface): a documented open
standard-based software
interface to either an open or a
proprietary software system
Open platform: a software
platform with open standard-
based APIs for system processes
Open standard: a file format
or process standard whose
specifications are publicly
available
Closed platform: a software
platform system with non-
standard or proprietary software
interfaces




Mastering MALM: The Enterprise Mobile Application Lifecycle
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2013 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
As Figure 7 illustrates, half of the Best-in-Class and Industry Average
respondents presently incorporate device independent app dev platforms,
while Laggards trail significantly in this capability. This is an indicator that the
open platform approach to app development is already emerging as a best
practice.
Key Takeaways: MALM Platform Evaluation Criteria
Organizations looking to incorporate MALM best practices should seek a
mobile app dev lifecycle solution with an open, modular platform
architecture that incorporates the following essentials:
Scalable infrastructure for projects from small to large, as well as
for projects that start small and grow large;
Repeatable or modular pre-built components that can be used
across different apps and workflows;
Open standards-based, with well-documented APIs for ease of
integration;
Flexible and adaptive workflow that supports a wide selection of
front-end app developer tools;
Back-end data integration with standard adapters for major
enterprise software and data systems;
Integral identity management, with role-based authorization and
end-user authentication with corporate directories;
Wireless data synchronization with off-line caching;
Integral security for apps and encryption for data at-rest, in
transmission, and on removable media; and
Full-lifecycle app provisioning, control, and management.
Through mastery of the key phases of the mobile app lifecycle, organizations
for whom software is not their primary business can deliver mobile apps to
their employees, partners, and customers that transform business
processes, improve operational efficiency, and delight end-users.
For more information on this or other research topics, please visit
www.aberdeen.com

Mastering MALM: The Enterprise Mobile Application Lifecycle
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2013 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897




















Related Research
Fostering Innovation, Ideation, and Agility
with Enterprise-Grade Collaboration; May
2013
Servicing Enterprise Mobile Apps: The
ITSM Difference; April 2013
Enterprise-Grade Mobile Apps: Powering
Organizational Transformation; April
2013
Mobile App Crowdsourcery: Greater
Business Benefit with Less Budget
Growth; February 2013
Enterprise Mobility Management-as-a-
Service: Cloud Control and Agility;
November 2012
Crowdsourcing Apps in a SoMoClo
World; 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; February
2012
Enterprise B2E Mobile App Strategies:
Design, Build, Deploy, Manage and
Support; October 2011
Enterprise-Grade Mobile Apps Go Global:
Secure Info When and Where Its
Needed; July 2011
Author: Andrew Borg, Research Director; Enterprise Mobility & Collaboration
(andrew.borg@aberdeen.com); 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 provide
organizations 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% of
the Technology 500.
As a Harte-Hanks Company, Aberdeens research provides insight and analysis to the Harte-Hanks community of
local, regional, national and international marketing executives. Combined, we help our customers leverage the power
of insight to deliver innovative multichannel marketing programs that drive business-changing results. For additional
information, 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 methodologies
provide for objective fact-based research and represent 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. (2013a)