Project Portfolio Management: Get a Grip (Again)

Size: px
Start display at page:

Download "Project Portfolio Management: Get a Grip (Again)"

Transcription

1 Strategic Planning, M. Light Research Note 5 February 2003 Project Portfolio Management: Get a Grip (Again) A lack of practices, tools and information to facilitate nearreal-time control can frustrate project portfolio management. "Dashboard" processes enable IS organizations to deliver information tools for business processes in near real time. Core Topics Application Development: Managing Application Development Business Management of IT: Real-Time Enterprise Key Issues What project management tools, processes and techniques are required for delivering high-quality, on-time and on-budget applications? How should enterprises select the first processes to subject to time-based transformation? Strategic Planning Assumptions Through 2006, IS organizations that lack stringent risk assessment procedures will cancel more than 20 percent of projects in the execution phase (0.7 probability). Through 2006, IS organizations that lack a project management competency center to reliably deliver projects and master sourcing governance will cause major annual disruptions to business operations (0.6 probability). By 2005, 70 percent of IS organizations will have adopted a mix of project portfolio management application services for team collaboration, resource allocation, and utilization and cost tracking (0.6 probability). Enterprises struggling with frequent postponements of high-value application work, failed projects or inefficient resource utilization have been seeking new ways to "get a grip" on their project portfolios. Here, we outline a project portfolio management process. To function well, this process must be enabled by the appropriate organizational mechanisms (such as a project office) and applications (for example, Business Engine, Niku and Pacific Edge). When the process is working well, near-real-time decisions on project priorities, cancellations, risks and remediation become possible. However, with limited visibility into project status, resource utilization and other metrics, only "reactive" decision making is possible. Through 2006, IS organizations that lack stringent risk assessment procedures will cancel more than 20 percent of projects in the execution phase (0.7 probability). The creation of a dashboard validated against business requirements is an imperative for enterprises looking to remain competitive and proactively manage application delivery. In 1998, we offered a framework for validating the portfolio of IS and application projects (see "The AD Project Portfolio: Get a Grip") and stressed the importance of a dashboard process and the tools to proactively manage the delivery of technology services (see "The AD Management Dashboard: Get a Grip"). Some IS organizations have progressed toward such a project portfolio management approach, supporting organizational and procedural change and metrics collection with the use of project/resource management applications, so that most IS organizations now have a form of project office with responsibilities that include training in the tools and generation of the dashboard reports for a project review board. Gartner Reproduction of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole responsibility for the selection of these materials to achieve its intended results. The opinions expressed herein are subject to change without notice.

2 Regular project review meetings are essential to optimizing project portfolios. The usual tracking of individual projects against plan with a mix of time and status reporting does not help with cross-project prioritization or with balancing "continue/kill" decisions against new project opportunities nor does it help with scheduling scarce, specially skilled resources. To help IS and application delivery (AD) organizations prioritize and schedule, account for costs and efficiently apply resources across their project portfolios, we recommended in 1998 that IS and AD management not only analyze the project portfolio s mix, but continuously validate it. Figure 1 provides a high-level view of such a process, in four "macro" phases. The bar across the top shows a panel of sample indicators for continuously evaluating projects against one another and against business goals. Figure 1 Project Portfolio Process and Key Indicators Budget Pipeline Resource Utilization Bottlenecks Progress Variance Profitability Defects Charter Prioritize Execute Closure 1 Feasibility Preliminary Planning Estimating Risk Assess Cost/Benefit 3 Project Ranking Value Analysis Return on Investment Queue Management Time-to-Market Analysis 5 Planning Scheduling Resource Management Tracking Reporting Replanning/ Rescheduling Risk Tracking 7 Best Practice Harvesting Metrics Gathering Submitted 2. Identified 3. Funded 4. Approved 5. Scheduled 6. Balanced 7. Delivered 8.Vaulted 9. Registered Source: Gartner Research For example, in the chartering phase, a growing imbalance between innovative or "frontier" projects and maintenance or "utility" work could provide a warning signal. (For a discussion of the "utility-enhancement-frontier" framework, see "The Gartner Portfolio Management Tool for IT Investment.") To avoid excess overhead, management will need to set a threshold (for example, one person-month) below which work is not subject to a full "chartering" review; however, such work would still be entered into the system's chart of accounts to enable time capture. 5 February

3 The cycle of iteration depicted between Phase 2 (prioritization) and Phase 3 (execution or "micro" project life cycle) signifies the reprioritization and rescheduling of projects based on portfolio validation. These phases interact fluidly, so a project's place in the queue is changeable. The high-level prioritization criteria must be established by senior management (see "Note to AD Managers: Stop Prioritizing Your Projects"), but the availability of key resources can demote those projects in the queue that will require those resources, and the enterprise project management tools can be used to plan and control this (see Note 1). Thus, the "gate" involves a reverification of a project's critical success factors, including resource availability and the continued validity of the business case, with the business sponsors. In addition, shifting business, technology and market conditions can rearrange priorities, as with many Web projects in the last few years. Note 1 Representative Vendors of Enterprise- Class Project Portfolio Management Tools Artemis (ViewPoint and Portfolio Director) Business Engine (BEN) Lawson (SA) Microsoft (MSP 2002) Niku (Niku 6 and Niku Portfolio Manager) PlanView (PlanView 7.2) Primavera (TeamPlay 3.5) The closure phase begins with the post-project review. How long did the project really take, what was its actual size and what functionality was delivered vs. requirements? Quality and defect metrics are collected during this closure phase via a shakeout period of about three months, and, as defects are corrected, any reusable components can be "hardened" for possible reuse. Increasing defect rates or late delivery can provide warning signals. A project office is appropriate to provide the project portfolio reports and forecasts required by IS/AD management (see "The Project Office: Teams, Processes and Tools"). Organizations similar to project offices are increasingly used to provide project managers or project management training, as well as to log new skills and knowledge gained, capture best practices, track defect rates, and provide reuse services and related work. Most IS organizations can gain speed and quality from the establishment of a project management competency center. Through 2006, IS organizations that lack a project management competency center to reliably deliver projects and master sourcing governance will cause major annual disruptions to business operations (0.6 probability). The Dashboard IS/AD managers work within the context of a multiconstraint model. Constraints include (but are not limited to) budgets, resource capacity, skillsets, customer expectations and technology infrastructure. Against the background noise of such common plaints as "I had to have it yesterday," "do more with less" and "just one more change, please," managers can gain efficiency, productivity and some peace of mind by setting up and monitoring a management dashboard. 5 February

4 A dashboard comprises a set of organization-specific metrics pertinent to project delivery and enables managers to "manage by exception" (that is, take action when a tolerance range has been exceeded). Data-gathering processes must be set up with senior management support, and they should focus initially on the IS and AD groups' key areas of concern. A comparative benchmark can help identify areas of relative weakness; however, management can typically identify key goals, such as improving application quality, reducing cancellations, estimating more accurately and cutting maintenance costs. Procedures for collecting specific data are then built into the current process, with the conviction that they are key to problem prevention and process improvement and will yield substantial payback. These procedures should normally be executed by an authorized project manager, perhaps working out of a project office. Tools (such as estimating, testing or time collecting) will support these procedures. Savings gained by assessing and applying the knowledge derived from the new procedures should be quantified and publicized. In recent research, we've indicated a variety of project metrics (see "What Are Project Office Best Practices and Metrics?"). However, other categories of metrics may be more-immediately useful, depending on organizational context. An enterprise may need more, or it may require a different set. Note 2 Examples of Specific Metrics Project Management: Milestone achievement Earned value Critical-path slippage Scope creep (changes) Resource Management: Resource loading Billability Overtime Web Services Usage: Time finding/analyzing Web services Number of services incorporated New services harvested Quality: Defect arrival and removal rates Requirements accuracy and customer satisfaction Maintenance expense Many tools are available to help plan and schedule projects, as well as allocate resources based on skills and constraints and track progress, costs and other metrics (see Note 2). In fact, these tools, many of which emerged from the project/resource management market of the 1990s (see "Hitting the Wall with Microsoft Project?, Part 1" and "Hitting the Wall with Microsoft Project?, Part 2") now generally leverage Web-based technology for real-time alerts, as well as for project discussions and the handling of project documents. In addition, such enterprise resource planning (ERP) II vendors as Lawson Software, Oracle and PeopleSoft have recently added significant project portfolio management modules. By 2005, 70 percent of IS organizations will have adopted a mix of project portfolio management application services for team collaboration, resource allocation, and utilization and cost tracking (0.6 probability). Although promising, the actual implementation of such tools should be secondary to the creation of the dashboard process and the identification of key organizational metrics. With limited visibility into project status, resource utilization and other metrics, only "reactive" decision making is possible. Enterprises struggling with canceled projects, inefficient resource utilization or frequent postponement of high-value application 5 February

5 work should attempt to get a grip on their project portfolios using a process framework like that outlined here, enabled by the use of project management tools and appropriate organizational mechanisms. The creation of a dashboard validated against business requirements for AD is an absolute imperative for AD organizations that wish to remain competitive and to proactively manage application delivery. Acronym Key AD Application development ERP Enterprise resource planning ROI Return on investment Bottom Line: Project-intensive organizations with ad hoc processes for managing their project portfolios can realize significant productivity and satisfaction improvements by better defining these processes and supporting them with suitable applications. Improved planning, resource utilization, project change management and project communications will provide most enterprises with significant return on investment (ROI). 5 February

City of Des Moines Brings CRM to the Public Sector

City of Des Moines Brings CRM to the Public Sector Case Studies, W. Janowski Research Note 20 November 2002 City of Des Moines Brings CRM to the Public Sector Implementing customer relationship management in the public sector reflects a unique challenge.

More information

The Project Office: Teams, Processes and Tools

The Project Office: Teams, Processes and Tools M. Light, T. Berg Strategic Analysis Report 1 August 2000 The Project Office: Teams, Processes and Tools Management Summary The recent success of the many project offices that addressed the year 2000 problem

More information

Managers Begin to Apply Business Activity Monitoring

Managers Begin to Apply Business Activity Monitoring Research Brief Managers Begin to Apply Business Activity Monitoring Abstract: Managers are not fully using real-time capabilities for decision making; they implement BAM with basic analytic methods instead

More information

COM-18-7559 J. Holincheck

COM-18-7559 J. Holincheck J. Holincheck Research Note 3 December 2002 Commentary Leveraging HCM Technologies to Control Labor Costs Large human capital management application suite purchases will be few and far between in 2003.

More information

Crosswalk Between Current and New PMP Task Classifications

Crosswalk Between Current and New PMP Task Classifications Crosswalk Between Current and New PMP Task Classifications Domain 01 Initiating the Project Conduct project selection methods (e.g., cost benefit analysis, selection criteria) through meetings with the

More information

Don't Confuse CRM Benefits With ROI

Don't Confuse CRM Benefits With ROI Tutorials, B. Eisenfeld, E. Kolsky, J. Grigg Research Note 29 April 2003 Don't Confuse CRM Benefits With ROI In recent customer relationship management surveys, 52 percent of respondents claimed return

More information

Magic Quadrant for Project Portfolio Management, 2003

Magic Quadrant for Project Portfolio Management, 2003 Markets, M. Light Research Note 11 July 2003 Magic Quadrant for Project Portfolio Management, 2003 Applications for project portfolio and resource management can boost team performance, and enable IT management

More information

2012 National BDPA Technology Conference. Defining Project and PMO Metrics

2012 National BDPA Technology Conference. Defining Project and PMO Metrics 2012 National BDPA Technology Conference Defining Project and PMO Metrics Betty Hutchins, MBA, PMP August 1 4, 2012 Baltimore, MD Presentation Objectives Project Performance Determine the Process Defining

More information

Business Applications and Infrastructure Entwined

Business Applications and Infrastructure Entwined Markets, S. Hayward, B. Burton, J. Comport, Y. Genovese, T. Bittman Research Note 9 July 2003 Business and Infrastructure Entwined Oracle's bid for PeopleSoft encompasses more than applications. It illustrates

More information

What It Takes to Really Run IT like a Business

What It Takes to Really Run IT like a Business What It Takes to Really Run IT like a Business Issue 2 1 Running IT Like A Business 2 From the Gartner Files: Run IT as a Business Using Six Pillars of Effective IT Financial Transparency 14 About VMware

More information

Vendor Classification

Vendor Classification Markets, L. Geishecker, F. Buytendijk Research Note 2 October 2002 Introducing the CPM Suites Magic Quadrant Vendors are developing a wide range of new functionality for corporate performance management.

More information

The Project Office: Teams, Processes, and Tools

The Project Office: Teams, Processes, and Tools The Project Office: Teams, Processes, and Tools A Strategic Analysis Report Analytical Source: Matt Light 01 August 2000 Management Summary The recent success of the many project offices that addressed

More information

Select CRM Applications Carefully to Get Maximum Benefits

Select CRM Applications Carefully to Get Maximum Benefits Strategic Planning, B. Eisenfeld Research Note 19 February 2003 Select CRM Applications Carefully to Get Maximum Benefits Enterprises pursuing the advantages of a customer relationship management strategy

More information

Don't Pay to Support CRM 'Shelfware'

Don't Pay to Support CRM 'Shelfware' Tactical Guidelines, J. Disbrow Research Note 3 May 2003 Don't Pay to Support CRM 'Shelfware' Enterprises license customer relationship management solutions that are often never totally deployed. Software

More information

Enterprise Resource Planning Software Market: Europe, 2002 (Executive Summary) Executive Summary

Enterprise Resource Planning Software Market: Europe, 2002 (Executive Summary) Executive Summary Enterprise Resource Planning Software : Europe, 2002 (Executive Summary) Executive Summary Publication Date: 20 August 2003 Authors Fabrizio Biscotti Chris Pang Chad Eschinger This document has been published

More information

PLM Eclipses CPC as a Software Market

PLM Eclipses CPC as a Software Market Markets, M. Halpern, K. Brant Research Note 20 March 2003 PLM Eclipses CPC as a Software Market Gartner is retiring the Collaborative Product Commerce Magic Quadrant and introducing the Product Life Cycle

More information

Improve Contact Center Performance with Real-Time Metrics

Improve Contact Center Performance with Real-Time Metrics Improve Contact Center Performance with Real-Time Metrics May 10, 2013 Sponsored by: - 1 - DMG Consulting LLC Table of Contents Introduction... 1 Lack of Real-Time Data and Guidance Impedes Contact Center

More information

Management Update: The Cornerstones of Business Intelligence Excellence

Management Update: The Cornerstones of Business Intelligence Excellence G00120819 T. Friedman, B. Hostmann Article 5 May 2004 Management Update: The Cornerstones of Business Intelligence Excellence Business value is the measure of success of a business intelligence (BI) initiative.

More information

The Magic Quadrant Framework

The Magic Quadrant Framework Markets, B. Eisenfeld, F. Karamouzis Research Note 14 November 2002 Americas CRM ESPs: 2003 Magic Quadrant Criteria Gartner has developed high-level evaluation criteria for the 2003 Americas customer relationship

More information

COM-18-5018 J. Woods, A. White, K. Peterson, M. Jimenez

COM-18-5018 J. Woods, A. White, K. Peterson, M. Jimenez J. Woods, A. White, K. Peterson, M. Jimenez Research Note 28 October 2002 Commentary Demand Chain Management Synchronizes CRM and SCM Pursued separately, supply chain management and customer relationship

More information

HP Project and Portfolio Management: not just for IT. White paper

HP Project and Portfolio Management: not just for IT. White paper HP Project and Portfolio Management: not just for IT White paper We first implemented HP Project and Portfolio Management (PPM) Center to help IT gain control of its project portfolio, to serve as the

More information

Business Intelligence: The European Perspective

Business Intelligence: The European Perspective Markets, F. Buytendijk Research Note 5 November 2002 Business Intelligence: The European Perspective When choosing business intelligence products, European users are not that different from North American

More information

Agile project portfolio manageme nt

Agile project portfolio manageme nt Agile project portfolio manageme nt Agile project & portfolio summit at Harrisburg University May 9, 2016 Agile project portfolio management Agenda Portfolio management challenges Traditional portfolio

More information

Unified Communications MQ Selection Criteria for 2003

Unified Communications MQ Selection Criteria for 2003 Decision Framework, B. Elliot Research Note 22 January 2003 Unified Communications MQ Selection Criteria for 2003 Unified communications enable enterprises to control their communication options, leveraging

More information

Contact Center Performance Management Software

Contact Center Performance Management Software Markets, W. Close Research Note 7 March 2003 Contact Center Performance Software Enterprises face critical challenges in contact center management. Capitalizing on people, performance and analytics will

More information

RTE Strategies for Revenue Cycle Management

RTE Strategies for Revenue Cycle Management Tutorials, M. Davis Research Note 18 February 2003 RTE Strategies for Revenue Cycle Management By 2005, care delivery organizations will have to adopt realtime enterprise strategies to survive the continued

More information

Oracle s Primavera P6 Enterprise Project Portfolio Management

Oracle s Primavera P6 Enterprise Project Portfolio Management Oracle s Primavera P6 Enterprise Project Portfolio Management Oracle s Primavera P6 Enterprise Project Portfolio Management is the most powerful, robust and easy-to-use solution for prioritizing, planning,

More information

Defining the PLM Magic Quadrant by Criteria and Use. We provide the methodology used in developing our product life cycle management Magic Quadrant.

Defining the PLM Magic Quadrant by Criteria and Use. We provide the methodology used in developing our product life cycle management Magic Quadrant. Markets, M. Halpern Research Note 18 March 2003 Defining the PLM Magic Quadrant by Criteria and Use We provide the methodology used in developing our product life cycle management Magic Quadrant. Core

More information

Processes and Tools: The Nuts and Bolts of Project Portfolio Management

Processes and Tools: The Nuts and Bolts of Project Portfolio Management , a wholly owned subsidiary of Forrester Research, Inc. Copyright and Material Usage Guidelines April 11, 2003 Processes and Tools: The Nuts and Bolts of Project Portfolio Management Giga Position Margo

More information

INFORMATION MANAGED. Project Management You Can Build On. Primavera Solutions for Engineering and Construction

INFORMATION MANAGED. Project Management You Can Build On. Primavera Solutions for Engineering and Construction INFORMATION MANAGED Project Management You Can Build On Primavera Solutions for Engineering and Construction Improve Project Performance, Profitability, and Your Bottom Line Demanding owners, ineffective

More information

The Missing Links in Back-Office Business Process Management

The Missing Links in Back-Office Business Process Management The Missing Links in Back-Office Business Process Management 2012 Sponsored by: 2011 DMG Consulting LLC -1- March 2011 Table of Contents The Back-Office Staff Optimization Opportunity... 1 You Cannot Manage

More information

PMP Examination Tasks Puzzle game

PMP Examination Tasks Puzzle game PMP Examination Tasks Puzzle game Here is a great game to play to test your knowledge of the tasks you will be tested on in the actual examination. What we have done is take each of the domain tasks in

More information

Incentive Compensation Management for Insurance

Incentive Compensation Management for Insurance Markets, J. Galvin, K. Harris Research Note 10 September 2002 Incentive Compensation Management for Insurance Packaged ICM applications provide alternatives for insurance companies struggling to transform

More information

Management Update: The Eight Building Blocks of CRM

Management Update: The Eight Building Blocks of CRM IGG-06252003-01 S. Nelson Article 25 June 2003 Management Update: The Eight Building Blocks of CRM Customer relationship management (CRM) represents the key business strategy that will determine successful

More information

Research. Magic Quadrant for IT Project and Portfolio Management, 2005

Research. Magic Quadrant for IT Project and Portfolio Management, 2005 Research Publication Date: 22 June 2005 ID Number: G00129208 Magic Quadrant for IT Project and Portfolio Management, 2005 Matt Light, Daniel B. Stang The IT project and portfolio management market is evolving

More information

RTEs Must Anticipate New Network Demands

RTEs Must Anticipate New Network Demands Strategic Planning, W. Clark Research Note 13 March 2003 RTEs Must Anticipate New Network Demands Real-time enterprise requirements will change key characteristics of network traffic as usage patterns

More information

Decision Framework, DF-19-1071 J. Holincheck. Application Service Provider Traditional Payroll/Benefits Outsourcing Business Process Outsourcing

Decision Framework, DF-19-1071 J. Holincheck. Application Service Provider Traditional Payroll/Benefits Outsourcing Business Process Outsourcing Decision Framework, J. Holincheck Research Note 28 February 2003 Deciding to Insource or Outsource for Human Resources Enterprises making new technology decisions are often considering various types of

More information

BI Platforms User Survey, 2011: Customers Rate Their BI Platform Vendors

BI Platforms User Survey, 2011: Customers Rate Their BI Platform Vendors BI Platforms User Survey, 2011: Customers Rate Their BI Platform Vendors Gartner RAS Core Research Note G00211769, Rita L. Sallam, 4 April 2011, RA1 07132011 Gartner recently surveyed business intelligence

More information

Seven Reasons to Use PlanView for Timesheets

Seven Reasons to Use PlanView for Timesheets Seven Reasons to Use PlanView for Timesheets Background Business professionals often face the tough job of choosing the right timesheet system for their enterprise. The wrong system can lead to lost productivity,

More information

Outlook for the CRM Software Market: Trends and Forecast (Executive Summary) Executive Summary

Outlook for the CRM Software Market: Trends and Forecast (Executive Summary) Executive Summary Outlook for the CRM Software Market: Trends and Forecast (Executive Summary) Executive Summary Publication Date: October 30, 2002 Authors Thomas Topolinski Chad Eschinger Pranav Kumar This document has

More information

Selection Requirements for Business Activity Monitoring Tools

Selection Requirements for Business Activity Monitoring Tools Research Publication Date: 13 May 2005 ID Number: G00126563 Selection Requirements for Business Activity Monitoring Tools Bill Gassman When evaluating business activity monitoring product alternatives,

More information

Best practices in demand management, project lifecycle management, and application lifecycle management

Best practices in demand management, project lifecycle management, and application lifecycle management Best practices in demand management, project lifecycle management, and application lifecycle management How HP PPM Center and ResultsPositive create improved business outcomes through visibility into business

More information

BSM Definition, Drivers and Inhibitors

BSM Definition, Drivers and Inhibitors Events, D. Curtis, M. Govekar Research Note 11 August 2003 BMC Positions Itself for Business Service Management BMC Software's announcement of its business service management strategy is solidified by

More information

The Business-Centric CIO

The Business-Centric CIO The Business-Centric CIO Issue 2 1 The Business-Centric CIO 2 From the Gartner Files: Using IT Financial Management to Improve Business Outcomes 6 About VMware Today s successful CIOs are not only technology

More information

MGMT 4135 Project Management. Chapter-16. Project Oversight

MGMT 4135 Project Management. Chapter-16. Project Oversight MGMT 4135 Project Management Chapter-16 Project Oversight Project Oversight: defined as a set of principles and processes to guide and improve the management of projects. Ensures projects meet the needs

More information

Vertical Data Warehouse Solutions for Financial Services

Vertical Data Warehouse Solutions for Financial Services Decision Framework, M. Knox Research Note 24 July 2003 Vertical Data Warehouse Solutions for Financial Services Packaged DW financial services solutions differ in degree of and approach to verticalization,

More information

Primavera P6 Enterprise Project Portfolio Management

Primavera P6 Enterprise Project Portfolio Management Primavera P6 Enterprise Project Portfolio Chris Sala Director, Primavera GBU Federal/A&D Sales Oracle Primavera Provides Platform for Enterprise Program Capture, institutionalize

More information

Project Scorecard Template

Project Scorecard Template Project Scorecard Template 1. Identify criteria for success: Review the objectives and deliverables in the Project Definition, as well as any other existing information that is relevant to the project.

More information

PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE:

PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: Project Name Project Management Plan Document Information Document Title Version Author Owner Project Management Plan Amendment History

More information

Management Update: CRM Success Lies in Strategy and Implementation, Not Software

Management Update: CRM Success Lies in Strategy and Implementation, Not Software IGG-03122003-01 D. Hagemeyer, S. Nelson Article 12 March 2003 Management Update: CRM Success Lies in Strategy and Implementation, Not Software A customer relationship management (CRM) package doesn t ensure

More information

CRM Excellence Award Winner: BCAA

CRM Excellence Award Winner: BCAA Case Studies, A. Sarner Research Note 5 December 2002 CRM Excellence Award Winner: BCAA A project to capture and consolidate member data grew into a winning customer relationship management initiative

More information

Frank P.Saladis PMP, PMI Fellow

Frank P.Saladis PMP, PMI Fellow Frank P.Saladis PMP, PMI Fellow Success factors for Project Portfolio Management The Purpose of Portfolio Management Organizational Assessment Planning a Portfolio Management Strategy The Portfolio Management

More information

Product Lifecycle Management in the Food and Beverage Industry. An Oracle White Paper Updated February 2008

Product Lifecycle Management in the Food and Beverage Industry. An Oracle White Paper Updated February 2008 Product Lifecycle Management in the Food and Beverage Industry An Oracle White Paper Updated February 2008 Product Lifecycle Management in the Food and Beverage Industry EXECUTIVE OVERVIEW Companies in

More information

The Data Management of Things

The Data Management of Things The Data Management of Things THE IMPLICATIONS OF IOT FOR DATA ANALYTICS The Internet of Things (IoT) is placing new demands on data storage, networking, processing and analytics. For end users, vendors

More information

HIPAA Compliance Hindered by Lagging Vendors

HIPAA Compliance Hindered by Lagging Vendors Markets, M-21-473 W. Rishel Research Note November 3 HIPAA Compliance Hindered by Lagging Vendors Independent software vendors are significant contributors to the delays on HIPAA transactions. Their customers

More information

Estimating the Costs of an ERP/Business Application Initiative

Estimating the Costs of an ERP/Business Application Initiative Estimating the Costs of an ERP/Business Application Initiative Gartner RAS Core Research Note G00167162, Denise Ganly, 30 April 2009, RA4 09122009 Using a cost-estimation process will help to ensure that

More information

Document Management: Assessing Costs and Benefits

Document Management: Assessing Costs and Benefits Research Publication Date: 27 September 2000 ID Number: SPA-11-9200 Document Management: Assessing Costs and Benefits Debra Logan Investment in DM will typically pay for itself within two or three years.

More information

PeopleSoft Program Management

PeopleSoft Program Management PeopleSoft Program Management Large enterprises and project-based organizations have long recognized the value of leveraging project knowledge across multiple projects. Yet today, 50 percent of IT projects

More information

2002-2003 Web Services Development, North America (Executive Summary) Executive Summary

2002-2003 Web Services Development, North America (Executive Summary) Executive Summary 2002-2003 Web Services Development, North America (Executive Summary) Executive Summary Publication Date: 3 July 2003 Authors Nicole S. Latimer Colleen Graham Joanne M. Correia Norma Schroder This document

More information

WHITE PAPER. The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls

WHITE PAPER. The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls WHITE PAPER The Manager s Guide to Avoiding 7 Project Portfolio Pitfalls EXECUTIVE SUMMARY In today s management by projects mindset, portfolio managers and PMO directors are challenged with ensuring successful

More information

EXAMPLE <PROJECT NAME> DATE

EXAMPLE <PROJECT NAME> DATE EXAMPLE DATE TABLE OF CONTENTS 1. EXECUTIVE SUMMARY... 2 1.1. Issue... 2 1.2. Anticipated Outcomes... 2 1.3. Recommendation... 2 1.4. Justification... 3 2. BUSINESS CASE ANALYSIS TEAM...

More information

ORACLE PROJECT MANAGEMENT

ORACLE PROJECT MANAGEMENT ORACLE PROJECT MANAGEMENT KEY FEATURES Oracle Project Management provides project managers the WORK MANAGEMENT Define the workplan and associated resources; publish and maintain versions View your schedule,

More information

Overcoming the Gap Between Business Intelligence and Decision Support

Overcoming the Gap Between Business Intelligence and Decision Support Research Publication Date: 9 April 2009 ID Number: G00165169 Overcoming the Gap Between Business Intelligence and Decision Support Rita L. Sallam, Kurt Schlegel Although the promise of better decision

More information

Project Management Office (PMO) Charter

Project Management Office (PMO) Charter Project Management Office (PMO) Charter Information & Communication Technologies 10 January 2008 Information & Communication Technologies Enterprise Application DISCLAIMER Services Project Management Office

More information

Achieving Enterprise Software Success

Achieving Enterprise Software Success Achieving Enterprise Software Success A study of buyer and seller perspectives on the drivers of enterprise software success 2008 Table of Contents Executive Summary... 2 What is Success?... 3 A New Study

More information

Candidate AD Roles for Outsourcing

Candidate AD Roles for Outsourcing Decision Framework, M. Blechar Research Note 22 October 2003 Balancing the Risks Involved With AD Roles Outsourcing Deciding which application development roles to selectively outsource requires enterprises

More information

Project Management Professional (PMP) Examination Content Outline

Project Management Professional (PMP) Examination Content Outline Project Management Professional (PMP) Examination Content Outline Project Management Institute Project Management Professional (PMP ) Examination Content Outline Revised August 2011 Published by: Project

More information

Primavera Portfolio Management Strategic Solution, Strategic Success

Primavera Portfolio Management Strategic Solution, Strategic Success Primavera Portfolio Management Strategic Solution, Strategic Success Costin Chirculescu Technical Manager 1 Primavera History 2 / 14 Primavera Inc. started as a developer of Project Management software

More information

ORACLE S PRIMAVERA FEATURES PORTFOLIO MANAGEMENT. Delivers value through a strategy-first approach to selecting the optimum set of investments

ORACLE S PRIMAVERA FEATURES PORTFOLIO MANAGEMENT. Delivers value through a strategy-first approach to selecting the optimum set of investments ORACLE S PRIMAVERA FEATURES Delivers value through a strategy-first approach to selecting the optimum set of investments Leverages consistent evaluation metrics, user-friendly forms, one click access to

More information

An Oracle White Paper March 2013. Project Management Office Starter Kit

An Oracle White Paper March 2013. Project Management Office Starter Kit An Oracle White Paper March 2013 Project Management Office Starter Kit Executive Overview... 1 Introduction... 1 Plan Phase... 2 Create Statement of Purpose and Goals... 2 Define Scope and Target Maturity...

More information

Effects of the British Standard for IT Service Management

Effects of the British Standard for IT Service Management Strategic Planning, S. Mingay, M. Govekar Research Note 4 March 2002 Effects of the British Standard for IT Service Management The release of the British Standard for IT Service Management (BS15000) marks

More information

COM-19-8868 M. Margevicius

COM-19-8868 M. Margevicius M. Margevicius Research Note 11 September 2003 Commentary TCO Comparison of s vs. Notebooks Differences in technology, price, life cycles and usage patterns dictate that notebook total cost of ownership

More information

Develop Project Charter. Develop Project Management Plan

Develop Project Charter. Develop Project Management Plan Develop Charter Develop Charter is the process of developing documentation that formally authorizes a project or a phase. The documentation includes initial requirements that satisfy stakeholder needs

More information

Using PRINCE2 and MSP Together

Using PRINCE2 and MSP Together Using PRINCE2 and MSP Together Andy Murray, Director, Outperform White Paper October 2010 2 Using PRINCE2 and MSP Together Contents 1 Purpose of this White Paper 3 2 Project and programme management context

More information

Business Activity Monitoring: The Merchant's Tale

Business Activity Monitoring: The Merchant's Tale Case Studies, D. McCoy Research Note 26 April 2002 Business Activity Monitoring: The Merchant's Tale Vendors are gearing up to deliver BAM installations. Will they be prepared for the organizational dynamics,

More information

CIO Alert: How You Should Prepare for Sarbanes-Oxley

CIO Alert: How You Should Prepare for Sarbanes-Oxley IGG-10012003-03 R. Mogull, D. Logan, L. Leskela Article 1 October 2003 CIO Alert: How You Should Prepare for Sarbanes-Oxley Sarbanes-Oxley is the most sweeping legislation to affect publicly traded companies

More information

2010 FEI Technology Study: CPM and BI Show Improvement From 2009

2010 FEI Technology Study: CPM and BI Show Improvement From 2009 Research Publication Date: 22 March 2010 ID Number: G00175233 2010 FEI Technology Study: CPM and BI Show Improvement From 2009 John E. Van Decker Many organizations recognize that current financial management

More information

PPM Maturity Value Assessment for Your Company

PPM Maturity Value Assessment for Your Company PPM Maturity Value Assessment for Your Company Date Sponsored by: Prepared For: Valued Customer Name Third party model, methodology and data provided by: Disclaimer: NOTICE - THIS INFORMATION IS PROVIDED

More information

TOTAL DATA WAREHOUSING: 2013-2018

TOTAL DATA WAREHOUSING: 2013-2018 TOTAL DATA WAREHOUSING: 2013-2018 Analytic Database and Hadoop Market Sizing and Forecasts This report examines the marketplace for Total Data Warehousing including competing players, revenue generation

More information

Lorem ipsum dolor sit amet sit

Lorem ipsum dolor sit amet sit Issue 1 1 7 12 Integrated IT Management The Value of Integrating Availability & Performance Management and Service Desk Tools About ManageEngine Lorem ipsum dolor sit amet sit Integrated IT Management

More information

Big Data and Business Analytics

Big Data and Business Analytics Servers and Virtualization Study: Wave 14 Big Data and Business Analytics This report captures IT professionals adoption plans, projected spending, vendor short-lists and considerations in decision-making

More information

ORACLE INTEGRATED OPERATIONAL PLANNING

ORACLE INTEGRATED OPERATIONAL PLANNING ORACLE INTEGRATED OPERATIONAL PLANNING KEY FEATURES AND BENEFTIS KEY FEATURES Integrated operational and financial planning models to help develop accurate revenue and profit projections Change based calculation

More information

Lead architect. Business architect. Technical architect. Lead Architect

Lead architect. Business architect. Technical architect. Lead Architect Tactical Guidelines, G. James Research Note 20 September 2002 Best Practices for Selecting Enterprise Architects A good enterprise architect needs not only excellent technical skills, but business and

More information

Clinical Decision Support: Core Capability of Evolving CPR

Clinical Decision Support: Core Capability of Evolving CPR Tutorials, B. Hieb, M.D. Research Note 6 November 2003 Clinical Decision Support: Core Capability of Evolving CPR More-sophisticated computer-based patient record systems can offer increasing value to

More information

Department of Administration Portfolio Management System 1.3 June 30, 2010

Department of Administration Portfolio Management System 1.3 June 30, 2010 E 06/ 30/ 2010 EX AM PL 1. 3 06/ 28/ 2010 06/ 24/ 2010 06/ 23/ 2010 06/ 15/ 2010 06/ 18/ 2010 Portfolio System 1.3 June 30, 2010 Contents Section 1. Project Overview... 1 1.1 Project Description... 1 1.2

More information

Magic Quadrant for Data Center Outsourcing, 4Q03

Magic Quadrant for Data Center Outsourcing, 4Q03 Markets, R. Matlus, W. Maurer, L. Scardino, B. Caldwell Research Note 12 November 2003 Magic Quadrant for Data Center Outsourcing, 4Q03 Gartner's positioning of the 14 external service providers in the

More information

By 2007, 80 percent of enterprise communications purchase decisions will require support for unified communications (0.6 probability).

By 2007, 80 percent of enterprise communications purchase decisions will require support for unified communications (0.6 probability). Page 1 of 5 Magic Quadrant for Unified Communications, 2005 14 February 2005 Bern Elliot Steve Blood Drew Kraus Source: Gartner Note Number: G00125707 Unified communications technology and applications

More information

Investment Owner: Any idea of our exposure if we start this project?

Investment Owner: Any idea of our exposure if we start this project? Investment Owner: Any idea of our exposure if we start this project? Resource Manager: I need at least rough-cut estimates early to ensure the right skills will be available. PlanView gives you control

More information

PMO Starter Kit. White Paper

PMO Starter Kit. White Paper PMO Starter Kit White Paper January 2011 TABLE OF CONTENTS 1. ABOUT THE PMO STARTER KIT...3 2. INTRODUCTION TO THE PMO STARTER KIT WHITE PAPER...3 3. PMO DEVELOPMENT ROADMAP...4 4. PLAN PHASE...5 4.1 CREATE

More information

Greater Continuity, Consistency, and Timeliness with Business Process Automation

Greater Continuity, Consistency, and Timeliness with Business Process Automation SAP Brief Extensions SAP Business Process Automation by Redwood Objectives Greater Continuity, Consistency, and Timeliness with Business Process Automation Streamline critical enterprise processes Streamline

More information

Project Portfolio Management: James C. Brown Sr. Manager, Research PMO Pioneer Hi-Bred International

Project Portfolio Management: James C. Brown Sr. Manager, Research PMO Pioneer Hi-Bred International Project Portfolio Management: Metrics that Work James C. Brown Sr. Manager, Research PMO Pioneer Hi-Bred International Agenda PPM Interest What is Project Portfolio Management? Challenges Myths Benefits

More information

Management Update: How to Implement a Successful ERP II Project

Management Update: How to Implement a Successful ERP II Project IGG-09252002-02 B. Zrimsek, P. Phelan Article 25 September 2002 Management Update: How to Implement a Successful ERP II Project Gartner provides insights and recommendations on how enterprises can make

More information

White Paper from Global Process Innovation. Fourteen Metrics for a BPM Program

White Paper from Global Process Innovation. Fourteen Metrics for a BPM Program White Paper from Global Process Innovation by Jim Boots Fourteen Metrics for a BPM Program This white paper presents 14 metrics which may be useful for monitoring progress on a BPM program or initiative.

More information

Manage projects effectively

Manage projects effectively Business white paper Manage projects effectively HP Project and Portfolio Management Center and HP Agile Manager Table of contents 3 Executive summary 3 The HP Solution Invest in what matters most then

More information

Management Alert: Microsoft Will Be a Strong Force in the CRM Market

Management Alert: Microsoft Will Be a Strong Force in the CRM Market IGG-02052003-01 E. Thompson, J. Outlaw Article 5 February 2003 Management Alert: Microsoft Will Be a Strong Force in the CRM Market Microsoft is poised to have a major impact on the customer relationship

More information

INFORMATION CONNECTED

INFORMATION CONNECTED INFORMATION CONNECTED Business Solutions for the Utilities Industry Primavera Project Portfolio Management Solutions Achieve Operational Excellence with Robust Project Portfolio Management Solutions The

More information

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material,

More information

CA Clarity Integration

CA Clarity Integration CA Clarity Integration Delivering Complete Cost, Resource and Change Visibility for IT Management CA has led the industry in providing integrated solutions. Enterprise IT Management (EITM) is CA s vision

More information

Enterprise Project Management Initiative

Enterprise Project Management Initiative Executive Summary Enterprise Project Management Initiative At a time when budgetary challenges became more and more aggressive, the Commonwealth of Kentucky determined in late 2000 it must develop a more

More information

Leverage Real-Time Business Intelligence to Optimize Mobile Resource Management

Leverage Real-Time Business Intelligence to Optimize Mobile Resource Management Leverage Real-Time Business Intelligence to Optimize Mobile Resource Management LEVERAGE REAL-TIME BUSINESS INTELLIGENCE TO OPTIMIZE MOBILE RESOURCE MANAGEMENT Commercial businesses and government organizations

More information