Gartner项目组合管理软件的魔方图2003MagicQuadrantforProjectPortfolioManagement,200311July2003MattLightDocumentType:ResearchNoteNoteNumber:M-20-2777Applicationsforprojectportfolioandresourcemanagementcanboostteamperformance,andenableITmanagementandotherstoaccessreal-timedataviadashboardsforprioritizationandrapiddecisionmaking.--------------------------------------------------------------------------------WhatYouNeedtoKnowHeightenedinterestinintegratedprojectportfoliomanagementsolutionshassustainedthismarketthroughhardtimes.Bybroadeningitsviewofprojectmanagementtoanorganizationalgovernancecontext,ITmanagementcanincreasinglyaddressportfoliosofprojects,priorities,resourcesandmore.AnalysisStrategicPlanningAssumptionsBy2006,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).Figure1ThePPMMagicQuadrantSource:GartnerResearch(July2003)Note1EvaluationCriteriaAbilitytoExecuteVendorviabilityManagementteamTrackrecordindeliveryandsupportFunctionaldepthSupportcapabilitySalesandmarketingCompletenessofVisionVisionoftechnologyandthemarketResourcing(includingexternal)Consulting/servicecommitmentPackagebreadthPlatform,databaseandERPsupportTeamcollaborationfeaturesISorganizationrequirementsVendors'visionfocidiffer.Some,suchastheenterpriseresourceplanning(ERP)providers,initiallyfocusedonprojectcostaccounting,thenaddedplanning,resourcingandotherPPMfeatures.Others(PrimaveraSystems,forexample)focusedfirstonthelattersetoffunctions,enablingprojectcostmanagementandexportingcostaccountingdatatoanERPbackend,andlateraddedwaystocollectnonprojectcosts,suchasworkrequests.AlthoughapproachingPPMrequirementswithdifferentstrengths,theseapplicationscanpro...
