Information Technology Reference
In-Depth Information
access business information wherever they like and capture data wherever
it is generated. For example, sales personnel can view order status from
a customer site and create new orders online using their mobile devices;
service engineers can input job completion details on handheld comput-
ers that update centralized databases in real time. With the effective use
of mobile systems, sales teams can spend more time with customers and
prospects.
Other high-potential areas are asset management, plant maintenance, and
materials management. Mobility of workers in these processes is usually
within a limited area but requires movement around that area—for exam-
ple, capturing technical measurements of equipment around the plant and
updating equipment repair history on a handheld device. Mobile technol-
ogies, when combined with other technologies such as bar code and more
recently RFID (radio frequency identification), can offer more appealing
solutions and bring about substantial efficiency improvements. For instance,
radio frequency (RF) tags can be used to store maintenance and service data
pertaining to equipment. With the help of mobile devices, users can instantly
view the equipment maintenance information and repair history stored on
the RF tag attached on the equipment. Supply chain management and pro-
curement management processes can also benefit from mobile enabling.
Mobile enabling employee-oriented processes such as filling and approving
time sheets, travel expense forms, and leave requests can increase employee
efficiency by making effective use of unproductive time such as travel by
train, taxi, or air, as well as waiting periods.
With the growing use of mobile systems, mobile technologies are find-
ing their place in enterprises systems' architecture and technology strategy.
Organizations considering mobile systems for their core processes are view-
ing mobility as a strategic and not just technological element. From a systems
perspective, mobile systems can be seen as a virtual mobile layer around
the enterprise architecture. Similarly, the business process architecture can
be understood to have a mobility layer that represents the mobility of busi-
ness processes and supporting systems. Business organizations striving to
be competitive will have to address mobility requirements and capture the
opportunities arising from mobile enabling business processes. Such organi-
zations will require not only a mobile layer in their technology stack but also
a corporate-level strategy for mobility. Figure 22.1 shows an architectural
view of the enterprise systems of an engineering business. The figure shows
typical business areas using mobile systems as an extension of the enterprise
systems. The mobile systems in the diagram are shown as a virtual layer
around the enterprise systems.
22.4.3 Redesigning for Mobility
In order to leverage the capabilities of mobile systems, the design of business
processes needs to be assessed from a mobility perspective and, if required,
Search WWH ::
Custom Search