Gartner项目组合管理软件的魔方图2003
Magic Quadrant for Project Portfolio Management, 2003 11 July 2003 Matt Light
Document Type: Research Note Note Number: M-20-2777
Applications for project portfolio and resource management can boost team performance, and enable IT management and others to access real-time data via dashboards for prioritization and rapid decision making.
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What You Need to Know
Heightened interest in integrated project portfolio management solutions has sustained this market through hard times. By broadening its view of project management to an organizational governance context, IT management can increasingly address portfolios of projects, priorities, resources and more.
Analysis
Strategic Planning Assumptions
By 2006, more than 50 percent of all project portfolio management functions will be packaged as flexibly configurable, modular Web services (0.6 probability).
By 2006, at least 50 percent of IS organizations will have adopted a mix of project portfolio management application services for managing team collaboration, allocating resources, and tracking utilization and costs (0.7 probability).
Enterprises will continue to reduce the number of tools needed to manage IT and other project portfolios, in part to provide quicker visibility via direct rollup and analysis of portfolio data. Enterprises delivering projects large and small have long blended tools and manual solutions to allocate resources, schedule activities and milestones, track progress, share project-related documents, control project risks and otherwise manage their project portfolios (see \that, during the next five years, project portfolio management (PPM) functions will be increasingly consolidated in flexible and configurable \
A smart enterprise suite can extend platforms to create specialized applications that integrate analytical, business and content management application functionalities, which is precisely what's happening with PPM packages (see >\Enterprise Suite\inhibited by market conditions and the resulting constraints on R&D. Furthermore, pricing pressures have mounted because of the tough PPM market (as well as competition from the Microsoft Project product line), while growth rates for most vendors have decreased or stopped altogether.
As noted last year (see \Quadrant), application vendors from other areas have also been entering the market and contributing to growth in this space. Since 3Q02, the vendors of the more-integrated PPM solutions have struggled, and the competition is heating up (see Figure 1 and Note 1).
Figure 1
The PPM Magic Quadrant
Source: Gartner Research (July 2003)
Note 1
Evaluation Criteria Ability to Execute
Vendor viability Management team
Track record in delivery and support Functional depth Support capability Sales and marketing
Completeness of Vision
Vision of technology and the market Resourcing (including external) Consulting/service commitment Package breadth
Platform, database and ERP support Team collaboration features IS organization requirements
Vendors' vision foci differ. Some, such as the enterprise resource planning (ERP) providers, initially focused on project cost accounting, then added planning, resourcing and other PPM features. Others (Primavera Systems, for example) focused first on the latter set of functions, enabling project cost management and exporting cost accounting data to an ERP back end, and later added ways to collect nonproject costs, such as work requests. Although approaching PPM requirements with different strengths, these applications can provide reliable IT project and service status data, which was formerly
available only in fragments (for example, in such static documents as time reports or resource plans in Excel).
In assembling a complete solution, PPM packages often provide integration to address gaps or weaknesses in functionality. Another example of integration is the common dependence on Microsoft Project, while focusing on portfolio analysis, tracking, resourcing, costing, collaboration or other features and offering project planning (such as Gantt charts) for those situations when more-detailed scheduling (in Microsoft Project or alternative schedulers) is not required (see Figure 2).
Figure 2
PPM: Evolution of an Application Suite
Source: Gartner Research (July 2003)
116Gartner项目组合管理软件的魔方图2003
