Bring your own device: an overview of risk assessment

As organizations constantly strive to improve strategies for ICT management, one of the major challenges they must tackle is bring your own device (BYOD). BYOD is a term that collectively refers to the related technologies, concepts, and policies in which employees are allowed to access internal corporate IT resources, such as databases and applications, using their personal mobile devices like smartphones, laptop computers, and tablet PCs [1]. It is a side effect of the consumerization of IT, a term used to describe the growing tendency of the new information technologies to emerge first in the consumer market and then spread into business and government organizations [2]. Basically, employees want to act in an any-devices, anywhere work style, performing personal activities during work and working activities during personal time [2]. There are several risks associated with BYOD [3, p. 63], and the big gaps in BYOD policies adopted by today\u27s organizations [4, p. 194] show that the solution to BYOD is not well understood. This article establishes a background to understand BYOD risks by considering conditions that increase the occurrence of these risks and the consequences of the risks occurring. It then aims to present the most commonly adopted BYOD solutions, their limitations, and remedies, as well as important policy considerations for successfully implementing them

Mobile Holistic Enterprise Transformation Framework

Mobile shipments have surpassed those of PCs and tablets, and the demand for mobile services has never been higher. Although, many businesses believe mobile devices and services are beneficial to them, they have not actually taken steps to adopt mobile on a large scale. Other enterprises are limiting adoption to provision of a mobile friendly web page or including mobile elements within their existing electronic services. This paper proposes a holistic framework that highlights the goals of mobile adoption, presents a taxonomy of enterprise mobile services capabilities which if utilised should assist organisations to achieve the goals of mobile adoption and categorises the components of mobile solutions and mobile strategy. Developing a taxonomy of enterprise mobile services capabilities helps the transformation to a mobile enterprise by supporting the visualisation of a future state of the enterpris

Investigating Military Instructors\u27 Experiences with Students\u27 Use of Personal Technology: A Phenomenological Study

This transcendental phenomenological study examined the teaching experiences of military instructors who leverage student BYODs in their teaching practices within an enlisted training institution located in the southeastern United States. Employing Dewey’s social transmission theory and Mezirow’s transformational learning theory, this study answered the central research question: How do military instructors describe their teaching experiences when incorporating student-owned devices into teaching/learning activities? Guiding questions sought to address instructor modifications to their teaching practices in pursuit of productive student collaboration and discourse in response to students’ use of their personal devices in the classroom. Purposeful sampling was used to recruit 12 participants who experienced the phenomenon while serving as an instructor in an institution which permits the use of student BYODs in the classroom. Data were collected through a qualitative survey, interviews, and focus groups, and analyzed using phenomenological reduction processes to develop themes and insights into participant responses. Four themes emerged to answer the research questions: adopting a BYOD culture, student primacy, BYOD instructor attributes, and learner ownership. The findings corroborated and extended prior research with a better understanding of how students’ BYOD-use impacts military occupational training instructors. This study may also inform a practical application by understanding how instructors describe their experiences, and how they are hired, developed, placed, and sustained in DoD institutions which enable student BYOD-use. Future research should consider a broader group of participants and the inclusion of quantitative methods

A Mobile Holistic Enterprise Transformation Framework

Mobile phones and tablets shipments are surpassing those of the PC category, as well as in relation to Internet usage as of 2016; all details which have made mobile adoption a priority for many enterprises and a challenge for them as well. Many enterprises have fallen into a paradox of spending on creating and updating mobile services, and gaining less than expected in return. Reasons for this include the lack of vision, and the lack of a clearly defined, well communicated mobile strategy. Enterprise Architecture ‘EA’ facilitates a successful transformation by controlling and managing the transitions in order to arrive at a clearly defined future state. It is regarded as the science of change to many. However, EA frameworks are very comprehensive and require weeks of training and resources, and are often too generic for mobile transformation. Therefore, an EA-based mobile holistic enterprise framework has been developed to support enterprises in making mobile initiatives a priority. The proposed framework ensures a clearly defined, well-communicated, holistic future state that is continually evaluated, as opposed to many of the existing frameworks. The proposed Mobile Holistic Enterprise Architecture Framework - ‘MHETF’ - is based on the realisation of the capabilities of smartphones that are aimed at individual average consumers (the backbone of the current mobile trend). The capabilities are categorised and translated into four sets of services categories for business use. They are linked to another two components of the framework which are: (i) the categorisation of goals and objectives that are incorporated into the Balanced Scorecard for evaluation at a later stage in planning, and continually referred to during transitions and (ii) the categorisation of the implementation forms (categorisation of end solutions’ functionalities). The framework is supported by EA inter-operability and maturity models to ensure continuity and alignment with the existing initiatives, the enterprise’s strategic objectives, and the change required in the scope of transformation. An evaluation for the available enterprise architecture frameworks was carried out and resulted in the selection of The Open Group Architecture Framework (TOGAF). The decision was also commended by the participants in the case study evaluation due to their familiarity with this framework, which is being adopted as the Saudi E Government Standard in contrast to the other major frameworks of Zachman and Federal Enterprise Architecture (FEA). MHETF has been applied to three case studies in the Kingdom of Saudi Arabia; two applications for a leading national outsourcing company, and the third for the outpatient clinics in a large hospital in the capital city of Riyadh. The results have shown major improvements in the four goal areas of mobile transformation; productivity, processes, satisfaction improvement and facilitating new opportunities. Eventually, the final evolution has shown that the participants are satisfied with the framework overall, and indicates that the framework changed their perspective of the power of mobile applications significantly, is relatively easy to understand, and that they are planning to adopt it for future mobile initiatives

A Mobile Holistic Enterprise Transformation Framework

Mobile phones and tablets shipments are surpassing those of the PC category, as well as in relation to Internet usage as of 2016; all details which have made mobile adoption a priority for many enterprises and a challenge for them as well. Many enterprises have fallen into a paradox of spending on creating and updating mobile services, and gaining less than expected in return. Reasons for this include the lack of vision, and the lack of a clearly defined, well communicated mobile strategy. Enterprise Architecture ‘EA’ facilitates a successful transformation by controlling and managing the transitions in order to arrive at a clearly defined future state. It is regarded as the science of change to many. However, EA frameworks are very comprehensive and require weeks of training and resources, and are often too generic for mobile transformation. Therefore, an EA-based mobile holistic enterprise framework has been developed to support enterprises in making mobile initiatives a priority. The proposed framework ensures a clearly defined, well-communicated, holistic future state that is continually evaluated, as opposed to many of the existing frameworks. The proposed Mobile Holistic Enterprise Architecture Framework - ‘MHETF’ - is based on the realisation of the capabilities of smartphones that are aimed at individual average consumers (the backbone of the current mobile trend). The capabilities are categorised and translated into four sets of services categories for business use. They are linked to another two components of the framework which are: (i) the categorisation of goals and objectives that are incorporated into the Balanced Scorecard for evaluation at a later stage in planning, and continually referred to during transitions and (ii) the categorisation of the implementation forms (categorisation of end solutions’ functionalities). The framework is supported by EA inter-operability and maturity models to ensure continuity and alignment with the existing initiatives, the enterprise’s strategic objectives, and the change required in the scope of transformation. An evaluation for the available enterprise architecture frameworks was carried out and resulted in the selection of The Open Group Architecture Framework (TOGAF). The decision was also commended by the participants in the case study evaluation due to their familiarity with this framework, which is being adopted as the Saudi E Government Standard in contrast to the other major frameworks of Zachman and Federal Enterprise Architecture (FEA). MHETF has been applied to three case studies in the Kingdom of Saudi Arabia; two applications for a leading national outsourcing company, and the third for the outpatient clinics in a large hospital in the capital city of Riyadh. The results have shown major improvements in the four goal areas of mobile transformation; productivity, processes, satisfaction improvement and facilitating new opportunities. Eventually, the final evolution has shown that the participants are satisfied with the framework overall, and indicates that the framework changed their perspective of the power of mobile applications significantly, is relatively easy to understand, and that they are planning to adopt it for future mobile initiatives