项目组合管理软件的魔方图分析.docx
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项目组合管理软件的魔方图分析.docx
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项目组合管理软件的魔方图分析
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,levelingand
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