Final Project on Failed Product Blackberry Storm

A Project Research
Submitted to the School of Management
University of Asia and the Pacific

In Partial Fulfillment
Of the Requirements for the Course
Project Management (MGT280H)

Midyear Term
S.Y. 2020-2021

Submitted by:
Agustin, David Vincent
Anastacio, Gian Franco
Miranda, Mary Esmeralda
Santos, Alicia Allyson

July 14, 2021

 I. OVERVIEW

The Blackberry Storm 9530 is a smartphone that has a high resolution of 480 x
360-pixel screen. It displays over 65,000 colors which bring life to videos, games, and
pictures altogether. The phone was first announced in September of 2008 and was
released in November of the same year. The company aimed to deliver a genuine
iPhone rival despite knowing its product has shortcomings when it came down to its
performance and quality development. The smartphone did well when it came to sales
at the start due to the BlackBerry brand's power and Verizon’s marketing efforts.
However, as individuals began to use the phone, things quickly deteriorated. According
to the chief marketing officer of Verizon, John Stratton, every one of the 1 million Storm
phones shipped in 2008 needed replacing; although, many of the replacements were
returned as well. To cover the carrier's losses Verizon urged RIM to reach a $500 million
settlement. The product was launched to rival the iPhone at the time but when it came
down to it, the product lacked in product development. The Blackberry Storm 9530
smartphone was focused on battery performance, limited usage of carrier network
resources, improving keyboard functions, and securing messaging and email. These
were their focus points which are in line with the grey areas of the iPhone.

II. OBJECTIVES
Description of the Project Deliverables and Outcomes
The Blackberry Storm 9530 smartphone was an initial success as it sold one
million units in the first two months of its release. Distributors couldn't meet the demand
due to the high influx of customers flocking to obtain the initial product. After reaching
the end-user, the company Verizon had to replace nearly every unit sold due to the
product’s internal and external defects. Blackberry is unable to pay the $500 million
Verizon settlement due to lack of funds, they resolved the issue by offering free repairs
and other concessions in its stead.

Mission Statement
The mission statement of the project is to create a device that offered the four
pillars of the company which was battery, security, keyboard, and efficiency.

III. GENERAL APPROACH

Technical and Managerial Approaches to the Work

When it started in 1984, BlackBerry, formerly called Research in Motion, had a

vertical hierarchical structure with two Chief Executive Officers (CEOs). One CEO was
the BlackBerry co-founder, Mike Lazaridis. The other CEO was hired by Mr. Lazaridis,
Jim Balsillie. The 2 CEOs had clear areas of responsibility. Mr. Lazaridis managed the
product development and management, engineering, and supply chain. While Mr.
Balsillie was responsible for finance, sales, and other corporate functions. What Mr.
Lazaridis’ team created, Mr. Balsillie’s team sold. They would always work in tandem.

The 2 CEOs were supported by a Chief Operating Officer, Larry Conlee, who
worked with both sides and was crucial in unifying both groups in the company. He was
crucial in ensuring that the deadlines and deliverables were met. Another critical leader
was Chief Technology Officer, David Yach.

The company highly encouraged empowerment, teamwork, and development. To

achieve these, they believed in getting talents who are smart and innovative. They also
offered flexibility to work.

Collegiality is core to their leadership strategy. Company-subsidized social events

and employee sports teams were created. In 2008, the company organized a surprise
holiday staff appreciation concert - featuring Van Halen and Tragically Hip - for their
over 14,000 employees, co-op students, and business partners. This collegiality
principle is also practiced by the company when they open new offices. They would
scout for downsizing companies and hire entire teams that are already integrated.

In order to reduce corporate bureaucracy, the 2 CEOs practiced empowerment

by actively listening to the employees and allowing them to be part of the
decision-making process. There were weekly vision meetings where both Mr. Lazaridis
and Mr. Balsillie would talk to various teams.

To encourage openness to idea creation and innovation, brainstorming

committees were organized on all parts of the organization. This would cover from
technology to research and development to user interface.

The work-life balance of their employees was also important to the co-CEOs. The
company offered on-site massages, flexible work hours, and subsidized continued
education opportunities for the employees.

Research in Motion / BlackBerry made it to Canada’s top 100 Employers in 2009.

Identification of Project Framework

During the time of the Storm’s release in 2008, its software of the time was the
Blackberry OS. When Blackberry Storm was released, it failed to compare to the
newly-released innovative iPhone from Apple because Blackberry's main strengths at
the time, and still strong to this day, are their highly secure system on the phone thanks
to the software and its strong narrow focus on its preferred market segment. Other
reasons that led to the Storm’s fall were the lack of customer insight, adaptation to new
technology, poor hardware design, and the arrogance of Blackberry itself. When the
iPhone came out with its new touchscreen typing, its easy accessibility to the internet, a
number of apps to be used and more are what overthrew Blackberry’s Storm out of the
water. Making the Storm look inferior to the iPhone and at the time the prices of the
phones of Blackberry were high-priced for its business-like email interface and tight
security while the iPhone offered more at a slightly lesser price compared to Blackberry
prices.
As for the hardware, Blackberry’s project framework on their hardware is no
longer existent since it’s been years that they “bowed out” on manufacturing its own
hardware due to the big losses of profit over the previous years and bad decisions that
caused their downfall to Apple and Android’s ever-expanding influence and innovative
products.

Organizational Relationships

When the company was new, the 2 CEO set-up worked. There was a lot of direct
management and involvement from the top management with the employees. Sense of
unity and engagement and belongingness was high.

But as the organization grew, and physical workspaces expanded in separate

buildings, the 2 CEOs also ended up working in separate areas. This former set-up was
no longer sustainable and under the 2 top executives, the two teams weren’t getting
along. It was taking too slow to get definitive decisions or establish clear accountability.
Because of these internal slow pace, this affected the companies ability to react to
market demands as quickly as the consumer demand changes. Not only was the
process from the inside of the company to outside the market slow, but the reverse was
also true. Crucial customer feedback that could impact innovative changes would
sometimes only reach middle management because senior executives were reluctant in
bringing it to Mr. Lazaridis.

This sense of division within the company also worsened when the Chief
Operating Officer, Larry Conlee, also retired in 2009. He was considered to be the real
operational executive who was able to get the teams to hitting commitments and goals.
A complacent attitude permeated through the organization.

Further split in the company happened when co-CEO Jim Balsillie had left and
cut all ties to BlackBerry when he and co-CEO Mike Lazaridis had two major
disagreements. One was Lazaridis’ disagreement with Balsillie’s idea to make BMM
cross-platform usable, and the other was Balsillie’s disagreement with Lazaridis’ belief
that BlackBerry 10 would help BlackBerry gain its market dominance.

This deep division within the organization, plus the pressure from its depleting
market share and profits, pushed BlackBerry to announce in July 2011 its plans to
reorganize. By January 2012 Thorsten Heins became the CEO. With him were his
newest executive recruits, Frank Boulben as Chief Marketing Officer and Kristian Tear
as Chief Operating Officer. The company’s managing style and structure became
horizontal with a single CEO as an adaptive move towards environmental changes.

By November 2013, John S. Chen was appointed Chairman of the Board and
CEO of BlackBerry Ltd. He is responsible for the company's strategic direction and
relationships, as well as, organizational goals. Chen remains to be the company’s CEO
until today with the following executive team and senior leaders:

EXECUTIVE TEAM

John Chen Executive Chairman & Chief Executive Officer

Randall Cook Chief Legal Officer

Marjorie Dickman Chief Government Affairs and Public Policy Officer

Tom Eacobacci President and Chief Operating Officer of BlackBerry

Mattias Eriksson President, BlackBerry IoT

Billy Ho Executive Vice President, BlackBerry Spark Group Products

and Value Added Solutions

Steve Rai Chief Financial Officer

Nita White-Ivy Chief Human Resources Officer

Mark Wilson Chief Marketing Officer

SENIOR LEADERS

Charles Eagan Chief Technology Officer

Vito Giallorenzo Senior Vice President, Corporate Development and Chief

Operating Officer, BlackBerry Technology Solutions
Chris Hummel Chief Information Officer

John McClurg Chief Information Security Officer

Ryan Permeh Senior Vice President and Chief Security Architect

Neelam Sandhu Senior Vice President and Chief Elite Customer Success
Officer

John Wall Senior Vice President and Co-Head BlackBerry Technology

Solutions - Products, Engineering and Operations

Use or Non-Use of Contractors

BlackBerry Branded Devices

In 2016, BlackBerry Limited decided that it will no longer compete in the

smartphone industry. Instead, it will focus on making security software. The license for
the BlackBerry-branded devices was taken by TCL Communications, which included the
designing, manufacturing, and selling to the global markets excluding Indonesia, India,
Bangladesh, Sri Lanka, and Nepal. However, in Feb 2020, TCL Communications
announced that it will no longer manufacture BlackBerry-branded products starting
August 31, 2020, which also marks the end of their license.

After TCL Communications, Onward Mobility took over the license and partnered
with FIH Mobile as its appointed manufacturer. The first 5G BlackBerry running on
Android was planned to launch in 2021. The new phone was intended to be released
during the first half of 2021 but it is currently delayed.

OS Solution Partners

BlackBerry QNX has a Channel Partner Program which is a global network of

integrators, distributors, and resellers. Their core competencies complement
BlackBerry’s strengths in security software. Through this program, the partners - 57 of
them - are able to provide integration services to design and develop critical missions.
Among these partners are Hitachi, Tata, Terralogic, Claytronic Solutions, and many
more.
 IV. CONTRACTUAL ASPECTS
All Agreements Made with Client or Third Party

For its security software, BlackBerry Limited enters into various agreements
different capacities:

SOLUTIONS PROVIDER

BlackBerry Solution Providers AkatiSekurity, Atrion, CDW, ClearShark,

CriticalStart, CyberRisk, Cybolt, Digital
Era

MSSP Partners Tenet Companies Group, Arame,Gurpo

Scanda, CriticalStart, ConnectWise,
Cyberforce, Digital Era, Erasco Group,
High Point Networks

Alliances Cognizant, Fujitsu, HCL, KPMG, Unisys,

Verizon

ISVY PARTNERS

BlackBerry UEM & Dynamics Partners (undisclosed)

BlackBerry Protect & Optics Partners Aruba, AttackIQ, Chronicle, Duo,

ForeScout, IBM, JASK, LogRhythm

BlackBerry AtHoc Partner Program (undisclosed)

Partner Apps - BlackBerry Marketplace Zoom, Captor, No-Code Integration,

Notate Pro, Symphony, Titus
Classification Suite, Genoa Transformer
for Domino, Awingu, X1, CellTrust SL2,
VPSX Print, ISEC7 Mobile Exchange,
Now Mobile, BigHand Go, MicroStrategy,
Breezy, iDENprotect, zIPs, iAnnotate 4,
Fluid

OEM PARTNERS

OEM Partners A10, BD, BitGlass, Bricata,

ContentKeeper, Dell, Infima, LanScope
 Cat

BlackBerry QNX Partners Aditech, AdvanTRAK, ArcherMind, BitCtrl,

Claysol Media Labs, Claytronics
Solutions, Zewin, DayinTec, Diamond
Systems, Direct Insight, EdaWay,
eInfochips, Embedded Systems
Solutions, ExcelFore, FujiSoft, GopacSI,
Gopalam, Hancom MDS, Hitachi,
iAuto.com, IBV, infoteam, ICS, ISB
Corporation, iWave, AKDAB, Macnica,
Mcloudware, MedCrypt, Leading
Technologies, Nexty Electronics,
NZLeading Technologies, OCube, Orient
Round, PathPartner, Raima, RTI, RT
Solutions, Sasken, SC Automotive
Engineering, Secmation, SemCon,
SpeedGoat, SWD Software, Syntronic,
Target, Tata, TechKinetics, Terralogic,
ThunderSoft, TNBTech, Toradex,
Triadem, TriTech, Witekio, Kotei, Zhong

DEVELOPERS

Enterprise Platform & App Developers

BlackBerry QNX Developer Network

CLOUD PARTNERS

AWS Marketplace

Azure Marketplace

AUTHORIZED TRAINING PARTNERS

BlackBerry ATP Partners iSec, Sutherland

Reporting Requirements, Technical Specifications, Delivery Dates, Incentives and
Penalties, and Specific Procedures for Making Changes

For the Reporting Requirements, Technical Specifications, Delivery Dates,

Incentives and Penalties, and Specific Procedures for Making Changes, we have
chosen a contract on which one chooses to be a Blackberry App World Vendor. Below
is the actual contract, containing Reporting Requirements, Technical Specifications,
Delivery Dates, Incentives and Penalties, and Specific Procedures for Making Changes;
 V. SCHEDULES
Outlines of Schedules and Milestones

For the project’s schedules and milestones, we based the work breakdown to a
different phone WBS since the Blackberry Storm’s schedules and milestones are not
available to the public. The Milestones are as follows:

1. Product Specifications
a. Market research
b. Overall product specifications
 c. Hardware
d. Software
2. Supplier specifications
a. Hardware
b. Software
3. Product design
a. Battery
b. Display
c. Camera
d. Outer cover
4. Product integration
a. Hardware
b. User interface
c. Software coding
d. Prototype testing
5. Subcontracting
a. Suppliers selection
b. Contract negotiation

Milest 1a b c d 2a b 3a b c d 4a b c d 5a b
ones

Weeks 2 4 4 4 4 6 1 2 1 4 5 4 4 4 10 2

Work Breakdown Structure

As said earlier, this is NOT the actual Work Breakdown Structure of the
Blackberry Storm project. This is from a different company which has a similar nature of
the project. The critical path of this project would be P1-P2-P3-P4-S1-D2-D4-I1-I4-V2.
Following this fact, the project would last for 35 weeks or more than 8 months.

VI. RESOURCE REQUIREMENTS

Estimates of Expenses

According to the 2009 annual report of Research In Motion (RIM), in the year that
Blackberry Storm was launched, the corporations’ expenses amounted to 2.38 Billion
USD. The account ranges from the capital to operating expenses. In addition, the cost
of manufacturing the products is not yet included in this expenses account. The cost of
sales of the whole company had amounted to 5.97 Billion USD. We estimate that the
Blackberry Storm project is 25% of the whole company’s operations since Storm was
not the only project that they had during that year, however, it contributed a lot in terms
of expanding the consumer base and even the subscription base of Blackberry.
Applying this to the overall expenses of the corporation, the Blackberry Storm project
had an estimated expenditure of $2.09 Billion.

CAPEX and OPEX

Capital Expenditures include fixed costs, which are beneficial to the company for
more than a year. Some examples of these are plant and equipment purchases, and
vehicles for transportation of products. The total expenditure that RIM made for
long-term investments (property, plant, and equipment) is $721 Million. On the other
hand, operating expenses are expenditures that are necessary for the business to
operate in their day to day activities. These kinds of expenditures include salaries, rent,
utilities, and even research. However, the cost of sale is separated from the operating
expenses. The company’s total operating expenses were $769 Million. In terms of the
project, it would be $180.25 Million and $192.25 Million for its CAPEX and OPEX
respectively.

Project Budget

There is no available data for the actual budget for this project. However, we can
derive the budget from the real data that had actually happened from 2008-2009 when
Storm was launched. The revenue and net income from 2008 to 2009 has surprisingly
doubled. The project budget would be $372.5 Million, which is the sum of both CAPEX
and OPEX.
VII. PERSONNEL
Workforce

In accordance with the Blackberry Careers (2021), the company has various
Departments of Opportunities that the workforce personnel may vary:

Engineering / IT / Research
At their essence, a technological enterprise, with engineering and intelligence at
the center of all they do. They rely significantly on their team of industry-leading and
inspiring technology professionals for everything from UI to infrastructure to product
design and coding.

Sales/Support
Personal connection is essential to the organization. The team collaborates to
help customers and partners provide and leverage next-generation AI-based security
solutions that forecast, prevent, and protect, with some on the front lines and others in
support roles.

Marketing
Website development, interactive webinars, digital ad campaigns, events, online
video content, and traditional print materials are among the marketing programs and
assets developed by the organization using the most up-to-date research, tools, and
data.

Legal Compliance
Analytical thinkers and visionaries with a keen eye for detail who are calm and
serene. The firm is up to date on the most recent laws and the nuanced subtleties that
guide their interpretation. The members of the team accept the concept of risk without
putting anyone in danger.

Consulting Services
The company employs some of the best technical professionals in the market.
They effectively collaborate with our clients to analyze their cybersecurity needs and
build comprehensive solutions based on prevention-first techniques.

Accounting/Finance
The company is meticulous, inquisitive, and enthusiastic about data analysis and
issue resolution. Collaboration, inclusion, creativity, opportunity, and high performance
are all part of their culture. BlackBerry is a rewarding place to work for anyone with an
inquisitive mind.
Human Resources (HR)
The company recruits a diverse and inventive workforce. The department also
provides assistance to current employees, ensuring that they have the resources they
require to thrive in their jobs.

Special Skill Requirements

According to Blackberry Careers (2021), since Blackberry is more on the
Technology side the company particularly requires cybersecurity skills which is essential
if you are working for this company. However, the company also considered that even if
the employee’s skill set doesn’t fit neatly into one of the boxes, but the person believes
he/she would excel in that position the individual may actually get accepted to the role
(Blackberry Careers, 2021)

Necessary Training
Blackberry provides training and exams to ensure that people have the
knowledge and skills needed to build, deploy, support, and maintain BlackBerry
software and services (Blackberry Training, 2021). Accreditation paths have been
designed by-product to support the BlackBerry Partner Program's requirements by
facilitating the ability to build unique and complementary capabilities and providing a
wide variety of training courses and assessments that an individual requires to
successfully achieve Accreditation (Blackberry Training, 2021).

Each Technical Accreditation path specifies the training courses and assessment
requirements for Partner Authorization and includes both instructor-led and web-based
training (WBT). BlackBerry's Learning Portal is required to complete web-based training
and assessments. All BlackBerry Trainer-Led Training must be performed by a
BlackBerry Trainer or one of BlackBerry's Authorized Training Partners (Blackberry
Training, 2021).

Blackberry Accreditation Training

Blackberry UEM
Blackberry Systems Integration Professional (BSIP)
The Technical Accreditation path for BlackBerry Systems Integration Professional
(BSIP) includes a blend of Web-Based Training (WBT), Instructor-Led Training (ILT),
and online Assessments. The BSIP Accreditation is targeted at individuals who will
perform system integration and administration tasks on the BlackBerry UEM platform.
 Table 1: Blackberry Systems Integration Professional (BSIP)

Training Title Delivery Duration

Pre-Work

BlackBerry UEM WBT 1 hour

version 12.11 High
Availability

BlackBerry UEM Assessment 15 minutes

version 12.11 High
Availability -
Assessment

BlackBerry UEM WBT 1 hour

version 12.11
Architecture and Data
Flows

BlackBerry UEM Assessment 1 hour

version 12.11
Architecture and Data
Flows
- Assessment

Instructor-Led Training

BlackBerry Systems ILT 4 days

Integration
Professional

BlackBerry Systems Assessment 30 minutes

Integration
Professional -
Assessment

Blackberry Support Professional (BSP)

The Technical Accreditation path for BlackBerry Support Professional (BSP)
includes a blend of Instructor-Led Training (ILT) and online Assessment. The BSP
Accreditation is targeted at individuals who will perform technical support and
troubleshooting tasks on the BlackBerry UEM platform.

Table 2: Blackberry Support Professional (BSP)

 Training Title Delivery Duration

Instructor-Led Training

BlackBerry Support ILT 1 day

Professional

BlackBerry Support Assessment 30 minutes

Professional -
Assessment

BSIP & DSP Delta Training

The Technical Accreditation Delta Training path for BlackBerry Systems
Integration Professional (BSIP) and BlackBerry Support Professional (BSP) includes a
webinar video and online Assessment.

Blackberry Cloud Integration Professional (BCIP)

The Technical Accreditation path for BlackBerry Cloud Integration Professional
(BCIP) includes a blend of Web-Based Training (WBT) and online Assessments. The
BCIP Accreditation is targeted at individuals who will perform customer setups,
integrations, and administration tasks on the BlackBerry UEM Cloud platform.

Table 3: Blackberry Cloud Integration Professional

Training Title Delivery Length Description

Introducing WBT 15 minutes Learn about

BlackBerry the
UEM Cloud fundamentals
of BlackBerry
UEM Cloud.

Introducing Knowledge 15 minutes This

BlackBerry Check Assessment
UEM Cloud will evaluate
- Assessment the learner
according to
the objectives
for the
associated
Web-Based
Training
course.

BlackBerry WBT 30 minutes Learn about

UEM Cloud UEM Cloud
Architecture architecture
and Dataflows and how data
flows when a
device is
activated, and
the different
paths data can
take when
active devices
access your
organization's
network.

BlackBerry Knowledge 15 minutes This

UEM Cloud Check Assessment
Architecture will evaluate
and the learner
Dataflows - according to
Assessment the objectives
for the
associated
Web-Based
Training
course.

Installing and WBT 15 minutes Learn what the

Activating a BlackBerry
BlackBerry connectivity
Connectivity node is, how
Node to install and
activate it.

Installing and Knowledge 15 minutes This

Activating a Check Assessment
BlackBerry will evaluate
Connectivity the learner
Node - according to
Assessment the objectives
for the
associated
Web-Based
Training
course.

Configuring Web-Based 60 minutes This course

BlackBerry Training takes you
UEM Cloud (WBT) through the
suggested
order for
configuring
your
BlackBerry
UEM Cloud
instance.

Configuring Knowledge 15 minutes This

BlackBerry Check Assessment
UEM Cloud - will evaluate
Assessment the learner
according to
the objectives
for the
associated
Web-Based
Training
course.

Managing WBT 15 minutes Learn how to

BlackBerry customize the
UEM Cloud: BlackBerry
Customizing UEM Cloud
console to
provide a
consistent
experience for
all users.

Managing Knowledge 15 minutes This

BlackBerry Check Assessment
UEM Cloud: will evaluate
Customizing - the learner
Assessment according to
the objectives
for the
associated
Web-Based
Training
course.

Managing WBT 15 minutes Learn

BlackBerry administrators,
UEM Cloud: roles, ranking
Administrators roles, and how
to create
administrators
and custom
roles using
gguided
walkthroughs

Managing Knowledge 15 minutes This

BlackBerry Check Assessment
UEM Cloud: will evaluate
Administrators the learner
- Assessment according to
the objectives
for the
associated
Web-Based
Training
course.

Managing WBT 45 minutes Learn what

BlackBerry certificates are
UEM Cloud: and how you
Certificates can use them
with
BlackBerry
UEM Cloud.

Managing Knowledge 15 minutes This

BlackBerry Check Assessment
UEM Cloud: will evaluate
Certificates - the learner
Assessment according to
the objectives
for the
associated
Web-Based
Training
course.

Managing WBT 60 minutes This course

BlackBerry shows you
UEM Cloud: how to add
App library public and
internal apps
 to the app list
in BlackBerry
UEM Cloud for
various device
types. You'll
also learn
about App
groups,
ranking apps
for the order
they are
installed, and
how to export
an app
deployment
report.

Managing Knowledge 15 minutes This

BlackBerry Check Knowledge
UEM Cloud: Check will test
App library – on the
Knowledge information
Check presented in
the Managing
BlackBerry
UEM Cloud:
App library
training
course.

Managing WBT 45 minutes This course

BlackBerry explains how
UEM Cloud: policies and
Policies and profiles work
profiles in BlackBerry
UEM. You will
learn the best
practices for
creating work
connection
profiles and
how to
manage work
connections
and device
standards
 using profiles.
You will also
learn how to
manage
devices with IT
policies, how
to restrict or
allow device
capabilities,
how UEM
chooses which
policy or
profile to
assign, and
how to rank IT
policies.

Managing Knowledge 15 minutes This

BlackBerry Check Knowledge
UEM Cloud: Check will test
Policies and on The
profiles – passing score
Knowledge for this
Check assessment is
83%. the
information
presented in
the Managing
BlackBerry
UEM Cloud:
Policies and
profiles
training
course.

Managing WBT 20 minutes In this course,

BlackBerry you'll learn
UEM Cloud: about email
Email templates,
templates and organization
activation notices, and
profiles Activation
profiles. We'll
also talk briefly
about using
variables and
 we'll take you
through some
walk-throughs
on creating
new and edit
default email
templates,
creating an
organization
notice, and
creating an
activation
profile.

Managing Knowledge 15 minutes This

BlackBerry Knowledge
UEM Cloud: Check will test
Email on the
templates and information
activation presented in
profiles – the Managing
Knowledge BlackBerry
Check UEM Cloud:
Email
templates and
activation
profiles
training
course.

Managing WBT 30 minutes In this course,

BlackBerry you will learn
UEM Cloud: what user
User roles and roles and user
user groups groups are
and how to
create them in
BlackBerry
UEM Cloud.
You'll also
learn how to
assign profiles
and apps to
user groups.

Managing Knowledge 15 minutes This

BlackBerry Check Knowledge
UEM Cloud: Check will test
User roles on the
and user information
groups – presented in
Knowledge the Managing
Check BlackBerry
UEM Cloud:
User roles and
user groups
training
course.

Managing WBT 15 minutes In this course,

BlackBerry you will learn
UEM Cloud: how to create
Device groups a device group
and assign it
profiles and
apps.

Managing Knowledge 15 minutes This

BlackBerry Check Knowledge
UEM Cloud: Check will test
Device groups on the
– Knowledge information
Check presented in
the Managing
BlackBerry
UEM Cloud:
Device groups
training
course.

Managing WBT 45 minutes In this course,

BlackBerry you will learn
UEM Cloud: how to create
Users user accounts
using three
methods:
company
directory user
accounts, local
user accounts,
and importing
using a .csv
 file. You will
also learn how
to assign
profiles and
apps to users.

Managing Knowledge 15 minutes This

BlackBerry Check Knowledge
UEM Cloud: Check will test
Users – on the
Knowledge information
Check presented in
the Managing
BlackBerry
UEM Cloud:
Users training
course.

Managing WBT 1 hour Using

BlackBerry walk-throughs
UEM Cloud: and videos,
Activation this course will
help you
understand
how to
configure
BlackBerry
UEM to
activate
different
device types
and take you
through actual
activations
scenarios.

Managing Knowledge 15 minutes This

BlackBerry Check Knowledge
UEM Cloud: Check will test
Activation – on the
Knowledge information
Check presented in
the Managing
BlackBerry
UEM Cloud:
Activation
 training
course.

BlackBerry Assessment 1 hour This final

Cloud Assessment
Integration will test on the
Professional - information
Assessment presented in
all the training
courses that
are part of the
BlackBerry
UEM Cloud
Essentials
program.

Blackberry UES
Table 4: Blackberry UES Training

Training Title Delivery Duration

Enable MSSP ILT 2 days

Solutions

Table 5: Blackberry UES Technical Accreditation

Training Title Delivery Duration

Cylance Security Assessment 2 hours

Professional (CSP)

Blackberry AtHoc
Blackberry AtHoc Systems Integration Professional (BASIP)
The Technical Accreditation path for BlackBerry AtHoc Systems Integration
Professional (BASIP) includes a blend of videos and Instructor-Led Training (ILT), and
online Assessments.

Table 6: Blackberry Athoc Systems Integration Professional

(BASIP)
Training Title Delivery Duration

Pre-Work

Operator Lesson - Video 2 minutes

Sign In

Operator Lesson – Video 2 minutes

Home Page

Operator Lesson – Video 11 minutes

User Screen

Operator Lesson – Video 6 minutes

User Profile

Operator Lesson – Video 8 minutes

User Import Export

Operator Lesson – Video 4 minutes

New User Profile

Operator Lesson – Video 12 minutes

Distribution Lists

Operator Lesson – Video 17 minutes

Alert Content

Operator Lesson – Video 23 minutes

Targeting Users

Operator Lesson – Video 6 minutes

Target
Organizations, Mass
Devices, and
Scheduling

Operator Lesson – Video 9 minutes

Publishing Alert

Operator Lesson – Video 5 minutes

Publishing with
Placeholders

Operator Lesson – Video 5 minutes

Quick Publishing

Operator Lesson – Video 5 minutes

Sent Alerts Screen

Operator Lesson – Video 3 minutes

Reports

Admin Lesson – Video 16 minutes

Organization
Settings

Admin Lesson – Video 12 minutes

Placeholders

Admin Lesson – Video 24 minutes

Alert Templates

Admin Lesson – Video 4 minutes

Alert Folders

Admin Lesson – Video 11 minutes

Delivery Templates

Admin Lesson – Video 5 minutes

Managing Audio
Files

Admin Lesson – Video 5 minutes

System Setup

Admin Lesson – Video 14 minutes

User Attributes

Admin Lesson – Video 11 minutes

Managing Operators

Admin Lesson – Video 5 minutes

Hierarchy Builder

Admin Lesson – Video 8 minutes

Disable and Delete
Users

EUM Lesson – Video 8 minutes

Access Home Page

EUM Lesson – The Video 10 minutes

User Page

EUM Lesson – Video 7 minutes

Access Edit User
Profile

EUM Lesson – More Video 13 minutes

Actions

EUM Lesson – New Video 6 minutes

User Reports

Fill Count Video 10 minutes

Fill Count Escalation Video 16 minutes

Connect Video 30 minutes

Configuration

V.89 Features Video 18 minutes

Update

V.89 Location Map Video 8 minutes

V.90 Features Video 3 minutes

Update

V. 7.0.0.1 New Video 16 minutes

Features

V. 7.2 New Features Video 18 minutes

V.7.3 New Features Video 17 minutes

Instructor-Led Training

AtHoc IWS Operator ILT 7 hours

and Functional
Administrator

AtHoc IWS ILT 3 days

Installation and
Configuration
Workshop

AtHoc IWS Operator Assessment 1 hour. 30 minutes

and Functional
Administrator –
Assessment

AtHoc IWS Assessment 2 hours

Installation and
 Configuration -
Assessment

Application Development
Blackberry Applications Integration Professional (BAIP)
The Technical Accreditation path for BlackBerry Applications Integration
Professional (BAIP) provides beginner-level BlackBerry UEM MAM and BlackBerry
Dynamics SDK competencies to the learners. The primary goal of this Accreditation is
to provide key competencies to System Integration and/or App Dev Engineers: allowing
them to have preliminary BlackBerry Dynamics discovery discussions on BlackBerry
Dynamic App development with Enterprise IT, App Developers, and LOB. Additionally,
the learner will be able to help the Enterprise Developer “get started” with the
BlackBerry Dynamics SDK and provide guidance on developing a sample app. The
Technical Accreditation path for BlackBerry Applications Integration Professional (BAIP)
includes a blend of Web-Based Training (WBT), Instructor-Led Training (ILT), and an
online Assessment.

Table 7: Blackberry Applications Integration Professional (BAIP)

Training Title Delivery Duration

Pre-Work

Technical Sales – WBT 1 hour

Module 302T:
BlackBerry
Dynamics Apps and
SDK

Instructor-Led Training

Business ILT 1 hour

Transformation
Using Applications

Overview of ILT 1 hour

BlackBerry
Dynamics Platform

Secure Your First ILT 1 hour, 30 minutes

BlackBerry
Dynamics
Application
 Securely Connect ILT 1 hour, 30 minutes
Your Dynamics
Application to the
Enterprise
Instructure

Secure Storage and ILT 1 hour

Protecting Data at
Rest

Application ILT 1 hour

Management,
Policies, and
Configuration

The BlackBerry ILT 1 hour

Dynamics Launcher

Rapid Development ILT 1 hour

Leveraging BEMS
Services and the
App Kinetics
Framework

Integrating the ILT 1 hour

BlackBerry Analytics
SDK

Managing the ILT 1 hour

Application
Development
Lifecycle

Introduction to ILT 1 hour

Extended
Development
Platform

BlackBerry Assessment 1 hour

Applications
Integration
Professional -
Assessment

Special Legal Arrangements

 The following are the legal arrangements and conditions that is needed to be
filled up by the employee working in the company (Blackberry Legal, 2021):
● Blackberry Terms of Conditions Agreement
● Blackberry Privacy Policy Agreement
● Blackberry Employee/Consultant Confidentiality and Intellectual Property
Agreement
● Blackberry Solution License Agreement
● End User License Agreement for Blackberry Software
● BBM Terms of Service Agreement
● Voluntary Product Accessibility Agreement

Security Clearances and Nondisclosure Agreements

As per Blackberry’s Code of Business Standards and Principles (2021), the
company released the following Security and Clearances and Non-Disclosure
Agreements that is needed to be filled up by employees working in the company:
● Blackberry Corporate Security Agreement
● Blackberry Acceptable Use Agreement
● Blackberry Non-Disclosure Clearance
● Blackberry Information Classification Clearance

Time Phasing of all Personnel

Critical Event Management for workforce amidst the Pandemic

This newly enforced time phasing for employees is designed to make people feel
safe is crucial in your return-to-work program at this period of the worldwide pandemic,
according to the Blackberry Athoc Work Safely (2021). As the company returns to
physical offices and public areas, a better communication strategy helps preserve our
most valuable assets — people and workers – while limiting extra business interruption.
BlackBerry® AtHoc® for government and BlackBerry® Alert® for businesses can help
you execute emergency protocols, health checks, and contact tracing with automated
2-way communications (Blackberry Athoc Work Safely, 2021). In terms of personnel
phasing during the pandemic, the government offers the following:

● A centralized approach
● 24/7 access to scheduling an appointment
● Comprehensive training according to your flexible schedule

VIII. RISK MANAGEMENT

List of frequent disasters like tardiness, subcontractor deliveries, bad weather,
unreasonable deadlines, etc.

Any of the following risks might have a material and detrimental impact on the
Company's business, financial condition, and operating performance, in whole or in part.
The risks and uncertainties listed here are not the only ones that the Company must
deal with. Additional risks and uncertainties, including those of which the Company is
unaware or presently considered insignificant, could have a major impact on the
Company's business, financial condition, and operating results. The following risk
factors of the company must be considered (Blackberry Annual Report, 2021):

Risks Related to the Company’s Business

The Company may not be able to enhance, develop, introduce or monetize
products and services for the enterprise market in a timely manner with competitive
pricing, features, and performance.

The Company's future success depends on its ability to enhance and integrate its
current products and services, including the BlackBerry Spark platform (Blackberry
Annual Report, 2021). The Company may be required to invest significant resources in
the development of new products, software, and services before knowing whether such
expenditure will result in market-acceptable products or services. If the Company fails to
provide a compelling customer experience or accurately predict emerging technological
trends and changing needs of customers and end-users, the Company's business,
results of operations, and financial condition will suffer (Blackberry Annual Report,
2021)

The occurrence or perception of a breach of the Company’s network

cybersecurity measures or inappropriate disclosure of confidential or personal
information could significantly harm its business

The Company is at a higher risk of being targeted because of its reputation for
security and the nature of its network operations, as well as its involvement in the
identification of organized cyber adversaries. To reduce cyber risk to its systems,
endpoints, and data, the Company invests heavily in network security, encryption, and
authentication technology (Blackberry Annual Report, 2021). It develops new security
and reliability features, releases software updates to address vulnerabilities, and
maintains a security architecture to secure the Company's network, products, and
services. The Company has not suffered any major financial or other losses as a result
of technology failures, cyberattacks, or security breaches to date. However, the
methods used to gain illegal access or stop or degrade service are continually growing
and getting more complex. The Company may not be able to predict these techniques,
implement adequate preventative measures, or identify and respond to them in a timely
manner (Blackberry Annual Report, 2021). Any such event could harm the Company's
reputation, which is based in large part on the security and reliability of BlackBerry
products and services.

A failure or perceived failure of the Company’s solutions to detect or prevent

security vulnerabilities could materially adversely affect the Company’s reputation,
financial condition and results of operations

The Company's goods and services may have design flaws, bugs, or security
vulnerabilities that are difficult to detect and fix (Blackberry Annual Report, 2021).
Defects, mistakes, or vulnerabilities in the Company's software and services could result
in the delay or denial of their services. If errors are detected, the Company may have to
spend a large amount of money to repair them (Blackberry Annual Report, 2021). The
Company's solutions may inaccurately suggest the existence of a cyber threat that does
not exist.
The Company’s success depends on its continuing ability to attract new
personnel, retain existing key personnel and manage its staffing effectively

The Company's continued ability to find, recruit, develop, motivate, and retain
skilled individuals is critical to its continued success. The Company's failure to attract
and retain important workers might have a major negative impact on its company,
results of operations, and financial condition (Blackberry Annual Report, 2021). It may
lose business continuity and accumulated knowledge, as well as internal compliance
gaps or other inefficiencies, during periods of internal reorganization.

Network disruptions or other business interruptions could have a material

adverse effect on the Company’s business and harm its reputation

The Company's network operations and technology systems are potentially

vulnerable to damage or interruption from a variety of sources, including by fire,
earthquake, power loss, telecommunications or computer systems failure, cyber attack,
human error, terrorist acts, war, and the threatened or actual suspension of BlackBerry
services at the request of a government for alleged non-compliance with local laws or
other events. There may be system or network interruptions if new or upgraded systems
are defective or not installed properly, or if data centre operators fail to meet agreed
service levels. As the Company moves to handle increased data traffic and support
more applications or services, the risk of disruption and the expense of maintaining a
resilient and secure network services capability may increase (Blackberry Annual
Report, 2021).

Risks Related to Regulation

Government regulations applicable to the Company’s products and services,

including products containing encryption capabilities, could negatively impact the
Company’s business.

Governmental regulation of encryption technology could harm the Company's

sales in one or more jurisdictions and adversely affect its revenues (Blackberry Annual
Report, 2021). The impact of potential incremental obligations may vary based on the
jurisdiction, but regulatory changes could impact whether the Company enters,
maintains, or expands its presence in a particular market. Failure to comply with such
regulations could result in penalties, costs, and restrictions on import or export
privileges or adversely affect sales to government agencies or government-funded
projects.

Failure of the Company’s suppliers, subcontractors, channel partners, and

representatives to use acceptable ethical business practices or to comply with
applicable laws could negatively impact the Company’s business.

The Company expects its suppliers, subcontractors, licensees, and other

partners to operate in compliance with applicable laws, rules, and regulations regarding
working conditions, labor and employment practices, environmental compliance,
anti-corruption, and patent and trademark licensing. The Company does not directly
control its labor and other business practices (Blackberry Annual Report, 2021). If one
of the Company's suppliers or subcontractors violates applicable labor, corruption, or
other laws, it could have a negative impact on the company's business, results of
operations, and financial condition. The delivery of BlackBerry products could be
interrupted, orders could be canceled, relationships could be terminated, and the
Company may be subject to liability (Blackberry Annual Report, 2021).

The Company is subject to risks related to regulations regarding health and

safety, hazardous materials usage, and conflict minerals.

The Company must comply with a variety of laws, standards and other
requirements governing health and safety, accessibility, hazardous materials usage,
packaging and environmental matters (Blackberry Annual Report, 2021). The Company
is also subject to SEC disclosure requirements applicable to issuers that have
contracted to manufacture products containing minerals that are mined from the
Democratic Republic of Congo and adjoining countries (Blackberry Annual Report,
2021) There can be no assurance that the direct or indirect costs of complying with such
laws will not adversely affect the Company's business, results of operations or financial
condition. If the Company fails to comply with these requirements, it may face regulatory
or civil liability, fines or other additional costs, and reputational harm.

General Risk Factors

Acquisitions, divestitures, investments, and other business initiatives may
negatively affect the Company’s results of operations.

The Company has acquired and continues to seek out opportunities to acquire or
invest in, businesses, assets, products, services, and technologies that expand
complement, or are otherwise related to the Company's business or provide
opportunities for growth. The Company is increasingly collaborating and partnering with
third parties to develop technologies, products, and services, as well as seek new
revenue through partnering arrangements (Blackberry Annual Report, 2021). If these
fail to perform as expected, or if the Company fails to execute the transactions or
arrangements needed to succeed, the Company may not be able to bring its products to
market successfully or in a timely manner. The Company may not be successful in
generating revenue, income, or other returns to the Company. An acquisition may have
an adverse effect on the Company's cash position if all or a portion of the purchase
price is paid in cash. As business circumstances dictate, the Company may also decide
to divest itself of assets or businesses. The Company's inability to address these risks
could adversely affect its business and financial condition (Blackberry Annual Report,
2021).

The Company’s business is subject to risks inherent in foreign operations,

including fluctuations in foreign currencies.

The Company is subject to a number of risks associated with its foreign

operations that may increase liability and costs, lengthen sales cycles, and require
significant management attention. Sales outside of North America account for a
significant portion of the Company's revenue. The Company intends to continue to
pursue growth in select international markets. The Company is exposed to foreign
exchange risk as a result of transactions in currencies other than its U.S. dollar
functional currency (Blackberry Annual Report, 2021). The Company's international
operations are subject to uncertainty and risks related to the laws of the United States,
Canada and other countries that apply to its international operations. There are also
risks relating to compliance with anti-corruption and consumer protection laws; reliance
on third parties to establish and maintain foreign operations; instability in economic or
political conditions; and challenges managing a geographically dispersed workforce
(Blackberry Annual Report, 2021).

The Company expects its quarterly revenue and operating results to fluctuate.

The Company's revenues can change from one quarter to the next, including due
to unexpected developments late in a quarter, such as lower-than-anticipated demand
for the Company's products and services (Blackberry Annual Report, 2021). The
Company's gross margin and operating margin percentages, as well as overall
profitability, may be adversely impacted as a result of a shift in product/service,
geographic or channel mix, component cost increases, price competition, or the
introduction of new products (Blackberry Annual Report, 2021).

Adverse economic, geopolitical, and environmental conditions may negatively affect the
Company.
A slowdown in capital spending by end-users of the Company's products and
services, coupled with existing economic and geopolitical uncertainties globally could
substantially reduce the demand for the company's products. Current and future
conditions in the domestic and global economies remain uncertain, and it is difficult to
estimate the level of economic activity for the economy as a whole (Blackberry Annual
Report, 2021). In addition, acts of terrorism, political unrest, the outbreak of hostilities,
and armed conflicts have created and may continue to create uncertainties that may
affect the global economy. A significant natural disaster, such as an earthquake, fire, or
flood could have a material adverse impact on the Company's business and operations.
The Company may be unable to continue its operations and may endure system
interruptions, reputational harm, delays in its development activities, lengthy
interruptions in service, breaches of data security, and loss of critical data. The
company's insurance may not cover such events or may be insufficient to compensate
the Company for the potentially significant losses it may incur (Blackberry Annual
Report, 2021).

Pre-planning to prevent these crises

 According to Blackberry Annual Company Report (2021), the company created
Risk Management policies to address the future circumstances:

Enterprise Risk Management

The Company understands that succeeding on its plan and meeting its corporate
objectives entails risks. Managing these risks is an important element of the Company's
operation, and the company strives to foster a risk management and compliance culture
at all levels (Blackberry Annual Company Report, 2021). The Company has defined and
implemented an approach to managing its exposure to risk, consisting of (i) a risk
management framework to regularly identify, assess, treat, monitor, and report on
current and potential risks, and (ii) a governance structure that clearly defines the
responsibilities of the Board, the senior leadership team, employees and other
stakeholders to support the risk management framework. This approach to enterprise
risk management is integral to the Company’s business activities and is designed to:

● Enable the uniform detection and appraisal of risk on a consolidated basis to

promote effective corporate governance and decision-making;
● Ascertain that risks are managed proactively and appropriately in light of the
Company's strategy and goals;
● Encourage the development of internal controls;
● Facilitate the reliability and transparency of financial and operational reporting;
● Assist with ensuring that rules, regulations, policies, and contracts are followed;
and
● Reduce the negative impact on financial performance and protect the Company's
assets.

Risk Management Framework Policy and Risk Appetite

The Company's risk management framework policy establishes roles for risk
detection, assessment, management, and reporting, as well as ownership, resource
allocation, and compliance expectations (Blackberry Annual Company Report, 2021).
The framework's scope includes both internal functions and actions for which the
Company seeks third-party assistance.

The Company maintains a risk appetite statement to support the risk

management framework and risk oversight operations. The risk appetite statement
describes the Company's tolerance for risk-taking by risk category, taking into account
potential rewards and overall business plans and objectives. The Company’s four risk
categories are: (i) strategy and innovation, (ii) operations, (iii) legal, compliance and
reputation, and (iv) financial management and reporting. The risk appetite statement,
which is evaluated and updated as the Company's business plan and operational
environment change, is used to analyze the Company's risk profile on a regular basis
(Blackberry Annual Company Report, 2021).
Risk Governance and Oversight
To clarify how responsibility for risk management activities is distributed, the
Company uses a "three lines of defense" governance structure (Blackberry Annual
Company Report, 2021):
● Each business unit's management is the first line of defense when it comes to
risk management. Various ongoing management activities, such as business
planning, operations management, reporting, and process improvement projects,
are used to identify and minimize risk exposures at a granular level.
● The Security Risk and Compliance Committee (“SRCC”), which meets at least
quarterly and is backed by different compliance, security, and control activities,
provide oversight of business unit management. The SRCC is composed of
managers from each major business group who give strategic guidance by
setting essential policies, recognizing new risk trends, and funding training.
● The Security Risk and Compliance Committee (“SRCC”), which meets at least
quarterly and is backed by different compliance, security, and control activities,
provide oversight of business unit management. The SRCC is mainly composed
of managers from each major business group who give strategic guidance by
setting essential policies, recognizing new risk trends, and funding training.
● Internal audit is the Company's third line of defense, giving independent
assurance of the efficacy of risk management actions and internal controls
connected to those risks. (i) financial reporting and integrity and (ii) other areas of
risk as assigned by the Audit and Risk Management Committee from time to
time, including cybersecurity risk. The first two lines of defense's governance
structures and mandates may also be examined by the internal audit function.

Internal audit is the Company's third line of defense, giving independent

assurance of the efficacy of risk management actions and internal controls connected to
those risks. (i) financial reporting and integrity and (ii) other areas of risk as assigned by
the Audit and Risk Management Committee from time to time, including cybersecurity
risk. The first two lines of defense's governance structures and mandates may also be
examined by the internal audit function (Blackberry Annual Company Report, 2021).

The Chief Risk Officer reports on the Company's risk profile and the RMC's
actions on a regular basis to the Board and the Audit and Risk Management Committee.
The Company's risk identification, assessment, management, monitoring, and reporting
operations are ultimately overseen by the Board (Blackberry Annual Company Report,
2021). The Audit and Risk Management Committee aids the Board in overseeing the
Company's enterprise risk management, which includes risk assessment, risk
compliance, the internal audit function, and the controls, processes, and policies in
place to manage risk. The Board's Compensation, Nomination, and Governance
Committee also aid the Board with risk management and controls related to the
Company's compensation policies and practices, including the administration of
equity-based compensation programs (Blackberry Annual Company Report, 2021).

IX. EVALUATION METHODS

The project grading system, standards, and procedures

According to Blackberry Certifications (2021), the phone models is required to be

certified in accordance with the certain grading system, standards, and procedures:

ISO 27001
Involves establishing an information security management system (ISMS), which
brings together people, resources, and regulations to generate a series of measurable
security protocols to secure information assets.

ISO 27018
The standard is intended to serve as a “reference for selecting PII protection
policies as part of the process of adopting an ISO/IEC 27001-based cloud computing
information security management system.”

ISO 9001
Customer focus, leadership promoting quality engagement, applying the process
approach, and ongoing improvement are among the most widely used global quality
standards.

Ensures Compliance
Alongside, in compliance with the best grading system, standards, and
procedures of Blackberry phone models there are high standard organizations and
institutions that ensure this effectively and efficiently (Blackberry Certifications, 2021).

American Institute of Certified Public Accountants (AICPA) Service Organization

Controls (SOC)
Reports give assurance from a third-party auditor for data retrieval, storage,
processing, and transfer control environments.

Federal Risk and Authorization Management Program (FedRAMP)

A US government program that provides a consistent method to cloud product
and service security evaluation, authorization, and continuous monitoring.
Certificate of Networthiness (CoN) and Authority to Operate (ATO)
 Validates that information systems satisfy the US Army's security, compatibility,
and long-term viability standards.

Federal Information Processing Standard (FIPS) Publication 140-2

A United States government standard that defines minimum a US government
standard that establishes basic security standards for cryptography modules in
information technology devices. The National Institute of Standards and Technology's
(NIST) Cryptographic Module Validation Program (CMVP) verifies compliance with FIPS
140-2 criteria.

Canadian Manufacturers & Exporters (CME)

BlackBerry will take part in the Ontario Created initiative, which is run by CME
and aims to promote locally made goods. BlackBerry will also form a technical working
group in partnership with the Ontario government and CME to expand the program.

Department of Defense Information Network (DoDIN)

The DoDIN's one unified list of communication and collaboration solutions that
have passed Cybersecurity and Interoperability testing. DISA's purpose is to provide,
operate, and defend worldwide command and control and information-sharing
capabilities for the DoD, national-level leaders, and coalition partners.

NATO Restricted
For the storing and transmission of data classified up to and including NATO
restricted.

Common Criteria EAL 4 +

Ascertains that security-sensitive goods are properly planned and executed. For
goods utilized in situations that handle sensitive government data, the highest
certification level, EAL4+, is frequently employed.

National Information Assurance Partnership (NIAP)

Responsible for the Common Criteria's implementation in the United States,
including the NIAP Common Criteria Evaluation and Validation Program.

National Security Agency (NSA) Commercial Solutions

The National Security Agency's (NSA) Commercial Solutions for Classified
Program (CSfC) has approved BlackBerry® Unified Endpoint Manager (UEM) software.

Cyber Essentials
 A cybersecurity standard was developed by the Communications-Electronics
Security Group (CESG), the information security branch of the United Kingdom's
Government Communications Headquarters (GCHQ). It specifies the security measures
that an organization must have in place to have confidence that it is properly handling
cybersecurity and limiting the risk posed by Internet-based threats.

QNX® OS
The International Electrotechnical Commission (IEC) standard 61508 Safety
Integrity Level 3 has been certified to meet the requirements (SIL3). It's also certified to
meet ISO 26262 Automotive Safety Integrity Level requirements (ASIL D).

X. CONCLUSION
Comparison between theory and reality

We have seen a great performance at the start of the project. The planning stage
of the project had been satisfactory. As seen in the data of the 2009 report, the project
brought about a huge improvement in the first year. However, the reality that the
company has failed to keep up with the fast-paced trend of smartphones still happened
to RIM. Blackberry was late in introducing their own touch-screen technology, and they
seem to underestimate the power of their rivals, Apple and Samsung, due to its
popularity when they first launched their mobile devices. It is still commendable that
they tried their best to keep up with smartphone technology. The rise of new software
and applications was one of the main reasons why Blackberry was left behind. They did
not adjust well enough to the trend and were stubborn in their own software
development. The reality gradually let the company become bankrupt. All in all,
Blackberry Storm was a one-hit-wonder that didn’t have the consistency to pull up the
corporation’s already sinking performance.

XI. RECOMMENDATION

If the group were the project manager of the Blackberry Storm, they would give
more importance to the sectors of product development and quality management. With
regards to external product development, the group would redesign or reinvent the
glass panel of the touch screen as it gave off a different feel when clicked on by the
users. Internally, the group would focus on fixing the bugs of the phone such as its slow
responses and it experienced many system crashes. Alongside this, the group would
also look into the product’s quality management since the actual product was returned
by most end-users due to its defective nature.

XII. LEARNINGS
Many learnings can be gleaned from BlackBerry’s successes and failures.

Standing Out and Being Ahead

What actually spelled BlackBerry’s first round of success was the very thing it
had forgotten that led to its own failure. The name BlackBerry was an inspiration from
the ‘blackberry fruit’ that resembles their first phone keypad’s “drupelets”. It was a title
given by a marketing company, Lexington Branding. It soon became an iconic
technology, a sign of status, that projects one’s image as an industrialist, politician, etc.
BlackBerry provided convenience at a time when faxing and emails could only be done
by an office-based machine or a desktop. However, it failed to quickly adapt to the
newer technology of touch screen mobile phones with internet capabilities and
user-friendly apps that could be used for work and personal use. Its management
refused to let go of its physical QWERTY keyboard.

BlackBerry’s Java-based systems were technically complicated compared to

Apple iOs and Google’s Android systems which were easier to use for outside software
developers. As a result, Blackberry missed out on being able to allow high usage apps
at that time, like Instagram and Tumblr. The same technological roadblock of BlackBerry
is what also hindered messaging across other platforms and other phones, BlackBerry’s
BBM app only worked on BlackBerrys. It was not as versatile enough as the other
competitors’ phones.

In the world of technology, fast beats big. Speed and agility are important to stay
ahead of the competition.

Failure to understand the Market’s Needs

BlackBerry’s original market was always focused on businesses and
governments, which were also its most loyal base of customers. With the rise of
smartphone companies and consumer-based users that focused on software
applications, it struggled to try to satisfy both two sets of customers - consumers and
corporate users. But because of its jIt believed that it knew better what customers
needed long term than the customers realized. Blackberry had assumed that when
customers thought they wanted a faster browser, customers would realize later on that
they didn’t want to overbill on data usage. Or that, if the customers wanted a big
responsive touchscreen, customers would realize that they didn’t want their phones to
run out of batteries before the day was over. In making these assumptions, BlackBerry
soon discovered that the features that the corporate information officers weren’t what
the general public wanted. BlackBerry learned a little too late that consumers didn’t care
much about security features or battery life, they wanted apps. BlackBerry’s Java-based
systems were technically complicated compared to Apple iOs and Google’s Android
systems which were easier to use for outside software developers. As a result,
BlackBerry missed out on being able to allow high usage apps at that time like
Instagram and Tumblr.

BlackBerry also didn’t understand that the current market highly values modern
designs. Before Apple became more popular with its iPhones, it already disrupted the
desktop computer market with its attractive design and colors, which became a huge
success. This was a clear sign that customers like modern and attractive designs, being
perceived as being innovative. BlackBerry always had traditional, horrible designs. They
were also heavy and bulky.

Exclusiveness instead of Inclusiveness

BlackBerry was very protective of its BBM. At a time when synching up multiple
devices and allowing different devices to communicate is important to the consumers
and available in other devices, BlackBerry thought that keeping BBM exclusive only to
BlackBerry users would save their business especially since BBM was an important
revenue earner for the company. But it did not realize that making cross-platform BMM
at that time would have put BlackBerry ahead of Whats App, Kik, and iMessage before
these dominated the market. It did eventually launch the BMM application for iPhones
and Android devices but it was too late. The sense of protectionism and exclusiveness
backfired.

Underestimating the Competition

Instead of understanding what made their competition successful in eating into its
own market share, BlackBerry maintained a mindset of protectionism. It resisted
embracing change in the technological market and rested only on its own laurels. It
simply hung on to what its current model had - its assets and advantages - instead of
being equally innovative like its competitors. This kind of mindset could have only
sprung from its organizational culture.

Failure to Evolve as an Organization

Although unusual, having two (2) CEOs set-up worked for BlackBerry as the
strengths of the co-CEOs built on each other. They worked together in tandem. Mr.
Lazaridis managed product development, engineering, and supply chain. Mr. Balsillie
was in charge of finance, sales, and other corporate functions. There was a strong
sense of collaboration and it worked in the beginning. But as the company grew, the two
leaders worked in separate buildings and the two divided areas under separate CEOs
caused corporate cultural problems. The two groups didn’t get along, making it difficult
for the organization to get definitive decisions and establish clear accountability. This
resulted in a chronic problem in productivity: speed. This problem further compounded
when the company lost its unifying personality, BlackBerry’s chief operations officer
named Larry Conlee, who retired in 2009. Without Conlee’s operational strength, no one
was holding executives from both sides for decisions and deadlines. This kind of split
company culture caused BlackBerry to market new products late, missed opportunities,
and created very deep rifts within the company. It was only in January 2012 when
BlackBerry reorganized under one CEO, 28 years from when it started. Such cultural
issues definitely affected the company’s ability to create an environment towards
creativity, innovation, and ideation.

REFERENCES
Appolonia, A. (2019, Nov) How BlackBerry went from controlling the smartphone market
to a phone of the past. Retrieved from
https://www.businessinsider.com/blackberry-smartphone-rise-fall-mobile-failure-innovate
-2019-11

BlackBerry storm. (n.d.). BlackBerry – Intelligent Security. Everywhere.

https://www.blackberry.com/blackberrystorm/

Blackberry Annual Report. (2021, July).

https://www.sec.gov/Archives/edgar/data/1070235/000107023518000007/bb-02282018
x40fexhibit11.htm.

Blackberry App World Vendor Agreement. (2014, May). Retrieved from:

https://www.slideshare.net/DigitalGov/blackberry-appworldvendoragreement

Blackberry Certifications. (2021, July).

https://www.blackberry.com/us/en/company/certifications.

Blackberry Code of Business Standards and Principles. (2021, July).

https://www.blackberry.com/content/dam/bbCompany/Desktop/Global/PDF/Investors/Go
vernance/Code_of_Business_Standards_and_Principles.pdf.

BlackBerry doomed by first iPhone, storm failure. (2015, May 26). InformationWeek.
https://www.informationweek.com/mobile/mobile-devices/blackberry-doomed-by-first-iph
one-storm-failure/a/d-id/1320558?

BlackBerry Executive Team (n.d.) BlackBerry.com. Retrieved from

https://www.blackberry.com/us/en/company/leadership

Blackberry Jobs. (2021, July). https://www.blackberry.com/us/en/company/careers.

Blackberry MSSP Partners. (n.d) BlackBerry.com. Retrieved from

https://www.blackberry.com/us/en/partners/mssp-partners

Blackberry Legal. (2021, July).

https://www.blackberry.com/us/en/legal/terms-and-conditions.

Blackberry Training and Technical Accreditation. (2021, July).

https://www.blackberry.com/us/en/support/enterprise-apps/blackberry-training/technical-
accreditation.
Muldrew, E. (2018, Dec) What happened to BlackBerry? Retrieved from
https://edwardmuldrew.medium.com/what-happened-to-blackberry-7f5f37623873

O’Boyle, B. (2021, Jan) The history of BlackBerry: The Best BlackBerry Phones that
changed the world. Pocket-lint. Retrieved from
https://www.pocket-lint.com/phones/news/137319-farewell-blackberry-os-here-are-the-2
3-best-blackberry-phones-that-changed-the-world

Pandey, A. (2020, May) Why Did Blackberry Fail? Retrieved from

https://www.feedough.com/why-did-blackberry-fail/

Reed, B. (2015, May 25). Why the BlackBerry storm was the single biggest disaster in
smartphone history. BGR.
https://bgr.com/general/worst-smartphone-ever-blackberry-storm/

RIM to Review Management Structure (2011, Jul). The Associated Press. Retrieved
from https://www.cbc.ca/news/business/rim-to-review-management-structure-1.1032518

Seth, S. (2020, Sept) A Story of Constant Success and Failure. Retrieved from
https://www.investopedia.com/articles/investing/062315/blackberry-story-constant-succe
ss-failure.asp

Silcoff et al (2013, Sept) How BlackBerry blew it : The inside story. The Globe and Mail.
Retrieved from
https://www.theglobeandmail.com/report-on-business/the-inside-story-of-why-blackberry
-is-failing/article14563602/
 Peer Rating Evaluation

Member’s Name Member who Rated Grade

Anastacio 1.00

AGUSTIN Miranda 1.00

Santos 1.00

Average Total Grade 1.00

Agustin 1.00

ANASTACIO Miranda 1.00

Santos 1.00

Average Total Grade 1.00

Agustin 1.00

MIRANDA Anastacio 1.00

Santos 1.00

Average Total Grade 1.00

Agustin 1.00

SANTOS Anastacio 1.00

Miranda 1.00

Average Total Grade 1.00