1. Info-Tech Research Group1 Vendor Landscape: Enterprise Project Portfolio Management PPM grows up to manage the processes around entire program lifecycles.

2. Info-Tech Research Group2 Enterprise Project Portfolio Management (PPM) goes beyond charts and reports to help integrate and streamline processes around entire program lifecycles. Introduction Enterprises seeking to select an Enterprise PPM solution. Enterprises whose PPM use case may include: Creating visibility for upper management, thereby aligning IT projects with business goals. Facilitating progressive project management and collaboration methodologies. Empowering people within the organization to work more autonomously while improving oversight and governance. Launching or streamlining a Project Management Office for the organization. This Research Is Designed For:This Research Will Help You: Understand today’s Enterprise PPM market: what’s new, and where it’s going. Evaluate the strengths and possible trade-offs of each Enterprise PPM solution. Determine which solutions are most appropriate for particular use cases and scenarios. Identify the solution best suited to your organization’s unique Enterprise PPM needs.

3. Info-Tech Research Group3 The Info-Tech Project Portfolio Management Roadmap PPM Strategy PPM Solution Selection Optimizing Project Management Develop a Project Portfolio Management Strategy  Project Portfolio Management is a set of processes, not a tool. Tools are useful if they make your processes more effective.  To succeed, you must align your PPM goals, processes, and tools. Mid-Market PPM Solutions  Mid-Market PPM solutions are driving more engagement and collaboration amongst the project teams. Enterprise PPM Solutions  Enterprise PPM solutions support your business processes and integrate with your other enterprise software.  This solution set helps you select a new Enterprise PPM solution. Focus On Project Management Essentials  This solution set will help you implement the Project Management Essentials to improve project success. Avoid Project Management Pitfalls  While many project managers see planning as the key to success, management of the political factors has a much greater impact on success.

4. Info-Tech Research Group4 Market Overview Enterprise PPM evolved from 1980s project management tools to multi-project aggregators that: show project interdependencies allocate resources among multiple projects maintain a pipeline of new project requests cluster funding into budget years. Earlier Enterprise PPM solutions focused almost solely on the needs of full-time, professional project managers adhering to very “deterministic” planning methods: rigidly sequential timelines, strict parameters, and high costs incurred by failure. There is steady, incremental progress in the way PPM is used to manage continuous project lifecycles: from ideas and requests through prioritization, planning, and execution of new product development and performance improvement. Looking beyond the deterministic planning paradigm, Enterprise PPM is evolving to support reactive or ad hoc work, along with more collaborative, flexible, iterative methodologies like Agile, which will become more widely adopted in more organizations. Enterprise PPM is evolving into a kind of Enterprise Resource Planning (ERP) for project-driven organizations. PPM is growing to cover the entire lifecycle of projects, from strategy to implementation, across multiple departments. Mobile device support in PPM solutions will improve very quickly in the coming years. Enterprise PPM software will incorporate collaboration features such as social UIs to drive user adoption by the entire organization. How it got hereWhere it’s going Too often, organizations establish goals that are beyond the capability of their processes. See Info-Tech’s Solution Set Develop a Project Portfolio Management Strategy to understand the key drivers of PPM success to ensure your goals, processes, and tools are aligned.Develop a Project Portfolio Management Strategy

5. Info-Tech Research Group5 Enterprise PPM Vendor Landscape selection criteria: market share, mind share, and market consolidation Artemis. Niche solution aimed at the largest, most complex projects. Compuware Changepoint. Deep functionality and expertise in professional services. Instantis. Track record handling performance improvement initiatives like Six Sigma. Microsoft. Project software is a natural combination of the company’s associated strengths. Planisware. Powerful, configurable solution for new product development and capital investment projects. Planview. Specializes in project-agnostic resource management. PowerSteering. Well-rounded, IT-focused SaaS solution. Oracle Primavera. Incumbent aimed at construction and other risk-intensive environments. Included in the Vendor Landscape: As the way organizations are managed continues to change, so does PPM software. In the Enterprise PPM class, this process is an evolution, not a revolution. For this Vendor Landscape, Info-Tech focused on those vendors that have a strong market presence and/or reputational presence among enterprises.

6. Info-Tech Research Group6 Enterprise PPM Criteria & Weighting Factors Features Usability AffordabilityArchitecture Product Vendor Vendor Evaluation Vendor is committed to the space and has a future product and portfolio roadmap. Strategy Vendor offers global coverage and is able to sell and provide post-sales support. Reach Vendor is profitable, knowledgeable, and will be around for the long-term. Viability Vendor channel strategy is appropriate and the channels themselves are strong. Channel Product Evaluation The solution’s dashboard and reporting tools are intuitive and easy to use. Usability The delivery method of the solution aligns with what is expected within the space. Architecture The five year TCO of the solution is economical. Affordability The solution provides basic and advanced feature/functionality. Features Viability Strategy ReachChannel

7. Info-Tech Research Group7 Table Stakes represent the minimum standard; without these a product doesn’t even get reviewed If Table Stakes are all you need from your Enterprise PPM solution, the only true differentiator for the organization is price. Otherwise, dig deeper to find the best price to value for your needs. The products assessed in this Vendor Landscape TM meet, at the very least, the requirements outlined as Table Stakes. Many of the vendors go above and beyond the outlined Table Stakes, some even do so in multiple categories. This section aims to highlight the products capabilities in excess of the criteria listed here. The Table StakesWhat Does This Mean? FeatureDescription Project ManagementTraditional project planning and tracking functionality. Project Portfolio Management Multi-project, multi-program overview with comprehensive, high-level reporting on progress and costs. Resource Management See who is available or over-assigned. Assign projects and tasks to specific resources (and vice versa). Timesheet Management Resources can log hours and tasks completed in real time or post hoc. Document Management With user check-in/check-out version control.

8. Info-Tech Research Group8 Advanced Features are the market differentiators that make or break a product FeatureWhat We Looked For Manage Reactive Work Request, assign, and track ad hoc work that happens outside project scope. Team Adoption DriverDoes the software get adopted by team members? Important for accuracy of timesheets and resource availability estimates. Agile SupportFunctionality specifically tailored to the Agile methodology. End-User PortalFor those both within and outside the organization to access reports without a full license and profile. What-If PlanningTest scenarios: see implications of potential schedule or resource changes, with the option to either implement or cancel all. Lifecycle ManagementContinuity between projects over time through management of requests, ideas, and demands. Mobile SupportMobile application or at least Web functions optimized for mobile. Advanced Features Info-Tech scored each vendor’s features offering as a summation of their individual scores across the listed advanced features. Vendors were given one point for each feature the product inherently provided. Some categories were scored on a more granular scale with vendors receiving half points. Scoring Methodology

9. Info-Tech Research Group9 The Info-Tech Enterprise PPM Vendor Shortlist Tool is designed to generate a customized shortlist of vendors based on your key priorities.Enterprise PPM Vendor Shortlist Tool Identify leading candidates with the Enterprise PPM Vendor Shortlist Tool Overall Vendor vs. Product Weightings Top-level weighting of product vs. vendor criteria Individual product criteria weightings: Features Usability Affordability Architecture Individual vendor criteria weightings: Viability Strategy Reach Channel This tool offers the ability to modify:

10. Info-Tech Research Group10 Appendix Vendor Evaluation Methodology Info-Tech Research Group’s Vendor Landscape market evaluations are a part of a larger program of vendor evaluations that includes Solution Sets that provide both Vendor Landscapes and broader Selection Advice. From the domain experience of our analysts as well as through consultation with our clients, a vendor/product shortlist is established. Product briefings are requested from each of these vendors, asking for information on the company, products, technology, customers, partners, sales models, and pricing. Our analysts then score each vendor and product across a variety of categories, on a scale of 0-10 points. The raw scores for each vendor are then normalized to the other vendors’ scores to provide a sufficient degree of separation for a meaningful comparison. These scores are then weighted according to weighting factors that our analysts believe represent the weight that an average client should apply to each criteria. The weighted scores are then averaged for each of two high level categories: vendor score and product score. A plot of these two resulting scores is generated to place vendors in one of four categories: Champion, Innovator, Market Pillar, and Emerging Player. For a more granular category by category comparison, analysts convert the individual scores (absolute, non-normalized) for each vendor/product in each evaluated category to a scale of zero to four whereby exceptional performance receives a score of four and poor performance receives a score of zero. These scores are represented with “Harvey Balls,” ranging from an open circle for a score of zero to a filled in circle for a score of four. Harvey Ball scores are indicative of absolute performance by category but are not an exact correlation to overall performance. Individual scorecards are then sent to the vendors for factual review, and to ensure no information is under embargo. We will make corrections where factual errors exist (e.g. pricing, features, technical specifications). We will consider suggestions concerning benefits, functional quality, value, etc; however, these suggestions must be validated by feedback from our customers. We do not accept changes that are not corroborated by actual client experience or wording changes that are purely part of a vendor’s market messaging or positioning. Any resulting changes to final scores are then made as needed, before publishing the results to Info-Tech clients. Vendor Landscapes are refreshed every 12 to 24 months, depending upon the dynamics of each individual market.

11. Info-Tech Research Group11 Value Index Ranking Methodology Info-Tech Research Group’s Value Index is part of a larger program of vendor evaluations which includes Solution Sets that provide both Vendor Landscapes and broader Selection Advice. The Value Index is an indexed ranking of value per dollar as determined by the raw scores given to each vendor by analysts. To perform the calculation, Affordability is removed from the Product score and the entire Product category is reweighted to represent the same proportions. The Product and Vendor scores are then summed, and multiplied by the Affordability raw score to come up with Value Score. Vendors are then indexed to the highest performing vendor by dividing their score into that of the highest scorer, resulting in an indexed ranking with a top score of 100 assigned to the leading vendor. The Value Index calculation is then repeated on the raw score of each category against Affordability, creating a series of indexes for Features, Usability, Viability, Strategy and Support, with each being indexed against the highest score in that category. The results for each vendor are displayed in tandem with the average score in each category to provide an idea of over and under performance. The Value Index, where applicable, is refreshed every 12 to 24 months, depending upon the dynamics of each individual market.

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