Gartner项目组合管理软件的魔方图.docx

Gartner项目组合管理软件的魔方图.docx

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Gartner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"ITGovernance."