116Gartner项目组合管理软件的魔方图.docx
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116Gartner项目组合管理软件的魔方图
Gartner项目组合管理软件的魔方图2003
MagicQuadrantforProjectPortfolioManagement,2003
11July2003
MattLight
DocumentType:
ResearchNote
NoteNumber:
M-20-2777
Applicationsforprojectportfolioandresourcemanagementcanboostteamperformance,andenableITmanagementandotherstoaccessreal-timedataviadashboardsforprioritizationandrapiddecisionmaking.
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WhatYouNeedtoKnow
Heightenedinterestinintegratedprojectportfoliomanagementsolutionshassustainedthismarketthroughhardtimes.Bybroadeningitsviewofprojectmanagementtoanorganizationalgovernancecontext,ITmanagementcanincreasinglyaddressportfoliosofprojects,priorities,resourcesandmore.
Analysis
StrategicPlanningAssumptions
By2006,morethan50percentofallprojectportfoliomanagementfunctionswillbepackagedasflexiblyconfigurable,modularWebservices(0.6probability).
By2006,atleast50percentofISorganizationswillhaveadoptedamixofprojectportfoliomanagementapplicationservicesformanagingteamcollaboration,allocatingresources,andtrackingutilizationandcosts(0.7probability).
EnterpriseswillcontinuetoreducethenumberoftoolsneededtomanageITandotherprojectportfolios,inparttoprovidequickervisibilityviadirectrollupandanalysisofportfoliodata.Enterprisesdeliveringprojectslargeandsmallhavelongblendedtoolsandmanualsolutionstoallocateresources,scheduleactivitiesandmilestones,trackprogress,shareproject-relateddocuments,controlprojectrisksandotherwisemanagetheirprojectportfolios(see"WaystoSpeedUpProjectsintheReal-TimeEnterprise").Webelievethat,duringthenextfiveyears,projectportfoliomanagement(PPM)functionswillbeincreasinglyconsolidatedinflexibleandconfigurable"smartsuites"ofPPMWebservices.
Asmartenterprisesuitecanextendplatformstocreatespecializedapplicationsthatintegrateanalytical,businessandcontentmanagementapplicationfunctionalities,whichispreciselywhat'shappeningwithPPMpackages(see>"TheFutureoftheSmartEnterpriseSuite").Thistrendhasbeenslowlygainingmomentum,inhibitedbymarketconditionsandtheresultingconstraintsonR&D.Furthermore,pricingpressureshavemountedbecauseofthetoughPPMmarket(aswellascompetitionfromtheMicrosoftProjectproductline),whilegrowthratesformostvendorshavedecreasedorstoppedaltogether.
Asnotedlastyear(see"2002Project/ResourceManagementMagicQuadrant),applicationvendorsfromotherareashavealsobeenenteringthemarketandcontributingtogrowthinthisspace.Since3Q02,thevendorsofthemore-integratedPPMsolutionshavestruggled,andthecompetitionisheatingup(seeFigure1andNote1).
Figure1
ThePPMMagicQuadrant
Source:
GartnerResearch(July2003)
Note1
EvaluationCriteria
AbilitytoExecute
Vendorviability
Managementteam
Trackrecordindeliveryandsupport
Functionaldepth
Supportcapability
Salesandmarketing
CompletenessofVision
Visionoftechnologyandthemarket
Resourcing(includingexternal)
Consulting/servicecommitment
Packagebreadth
Platform,databaseandERPsupport
Teamcollaborationfeatures
ISorganizationrequirements
Vendors'visionfocidiffer.Some,suchastheenterpriseresourceplanning(ERP)providers,initiallyfocusedonprojectcostaccounting,thenaddedplanning,resourcingandotherPPMfeatures.Others(PrimaveraSystems,forexample)focusedfirstonthelattersetoffunctions,enablingprojectcostmanagementandexportingcostaccountingdatatoanERPbackend,andlateraddedwaystocollectnonprojectcosts,suchasworkrequests.AlthoughapproachingPPMrequirementswithdifferentstrengths,theseapplicationscanprovidereliableITprojectandservicestatusdata,whichwasformerlyavailableonlyinfragments(forexample,insuchstaticdocumentsastimereportsorresourceplansinExcel).
Inassemblingacompletesolution,PPMpackagesoftenprovideintegrationtoaddressgapsorweaknessesinfunctionality.AnotherexampleofintegrationisthecommondependenceonMicrosoftProject,whilefocusingonportfolioanalysis,tracking,resourcing,costing,collaborationorotherfeaturesandofferingprojectplanning(suchasGanttcharts)forthosesituationswhenmore-detailedscheduling(inMicrosoftProjectoralternativeschedulers)isnotrequired(seeFigure2).
Figure2
PPM:
EvolutionofanApplicationSuite
Source:
GartnerResearch(July2003)
Duringthepastyear,developmentsinthePPMmarkethaveincludedthegrowingimportanceofportfoliofeatures—hence,ourreferencetoitasprojectportfoliomanagement,ratherthanproject/resourcemanagement(althoughresourceprofiling,levelingandsoforthremainsignificant).IBMhasbeenagrowingpresenceinthismarket,aswellasatitsfringes;itacquiredRationalSoftwarelastyear,aswellasPricewaterhouseCoopers(PwC)Consulting,includingitsSummitAscendantproductline,whichfeaturestools,ITprocesssupportandprojectmanagementmethodology.
MoredirectlyinthePPMspace,IBMhasinvestedinSystemcorpandhasassistedinthedevelopmentofSystemcorp'sEnterprisePMOffice,whichshowsanaccurateviewofmarketrequirements,withaneffectivebreadthoffunctionalitythatincludesfullscheduling,resourcing,andtimeandexpensereporting.Servicerequestmanagementanddefect-trackingfeaturesfurthersupporttheneedsofISorganizations.Scopemanagementfeaturesenableuserstointegrateprojectrequirementstoplanandautomateprojectdocumentmanagement,includingversioncontrolandtheabilitytolinkdocumentstoanylevelofaworkbreakdownstructure.
BuiltinaJava2Platform,EnterpriseEdition(J2EE)framework,PMOffice'sportalapproachenablessimpleruserconfigurationsthanpreviousreleasesandalsofeaturesanativeEnterpriseDashboard,withhundredsofC-levelstoredprocedures,includingmanyforportfolioreporting.PreviouslyfocusedonIBM'sDB2databaseplatform,PMOfficenowdirectlysupportstheOracledatabaseaswell.
Anemerginggroupof"portfolioanalysis"vendorshasbegunofferingsolutionsforanalyzingITinvestmentsandassets,some(suchasPacificEdgeSoftware)aspartofPPMproductlines(see"TheGartnerPortfolioManagementToolforITInvestment").Otherofferings,althoughshortofbeingPPMproducts(seeNote2),aremovingtoofferplanning,resourcingandotherfeaturesthatapproachthePPMmarket.AmongtheseemergingtoolsisArtemisInternationalSolutions'PortfolioDirector(see"ArtemisPortfolioDirectorforManagingITInvestments"),whichhasbeenabrightspotforArtemisinrecentyearsasthecompanyhasstruggledtoputitsfinancialchallengesbehindit.
Note2
PPMProcessesforApplicationSupport
APPMapplicationaddressesmostofthenineprocessesdefinedbytheProjectManagementInstitute'sProjectManagementBookofKnowledge:
projectscopemanagement,timemanagement(thatis,planningorscheduling),costmanagement,resourcemanagement,qualitymanagement,projectcommunicationsmanagement,projectriskmanagementandprojectprocurementmanagement.Theninthareaenablestheintegrationoftheseprocesses,suchasforpipelineorotheranalytics.(See"ProjectPortfolioManagement(PPM)Applications:
Perspective.")
Withaprofitablequartertoend2002(basedlargelyonPortfolioDirectormomentumandcostcutting),Artemiscontinuestocorrectitscoststructureafteracquiringthebulkofitsjointventuresworldwide.WithcontinuedstrengthinproductrevenueinEurope,anyArtemiscomebackislikelytobeginthere.
AnotherimportantportfolioanalysistoolisProSight,aninnovativesolutionthatenteredtheAmericanmarketafewyearsago.UsingapartneringstrategythatinvolvedsuchvendorsasChangepoint,Evolve,PeopleSoftandPlanView,theProSighttoolenabledvendorstoextendtheirofferings.Thesepartnershavetypicallydevelopedcompetingsolutions.ProSighthasdeepeneditstool,adding"playbooks"ofdashboards,scorecards,picklistsandformstotargetsuchproceduresasITservice-levelmanagement,systemretirement,projectprioritizationandITinventoryanalysis.
OthernotableportfolioanalysistoolscomefromPortfolioDecisionWare(anAXS-One/Tivitypartner)andUnitedManagementTechnologies,whichhasdevelopedStratFrames.Bothalsoofferconsultingservicesasamajorpartoftheirbusinesses.Inaddition,ProSighthasstrategicallypartneredwithFujitsuConsultingforconsultingservicesintheportfoliomanagementspace.LawsonSoftwareandChangepointhavesimilarstrategicpartnershipswithDeloitte&Touche,andPeopleSofthaspartneredwithCapGeminiErnst&Young(CGE&Y).
Since2Q01,Evolvehasincreasinglymarketedoutsideitsinitialprofessionalservicesadministration(PSA)niche.Inadditiontoproductdevelopment,thevendorhastargetedISorganizations,especiallywithitsEvolve6PortfolioManagementversion,whichwasreleasedinlate2002.InMarch,Evolveintroduceditsworkrequestmanagementsolution,whichissimilartothatofferedbyPlanViewandChangepoint.ThesecapabilitieswereamongthefeaturesthatcausedPrimaveratoacquirethechronicallyunprofitableEvolvefor$13millioninMarch2003(see"PrimaveratoAcquireEvolve,ExpandProjectManagementLine").
IntheITandapplicationmanagementspace,Kintana—slatedforacquisitionthisquarterbyMercuryInteractive—hasroundedoutitsproductlineduringthelast12to18months,withdemand,portfolio,project,programandtimemanagementtoolsgroupedunderthebannerof"ITGovernanc