The Forrester Wave: Project Portfolio Management Tools, Q4 2007

December 18, 2007
The Forrester WaveT: Project
Portfolio Management Tools,
Q4 2007by Lewis Cardinfor CIOs
Making Leaders Successful Every DayFor CIOs Includes a Forrester WaveT
December 18, 2007
The Forrester WaveT: Project Portfolio Management Tools, Q4 2007CA And Planview Lead, With HP, IBM, And Primavera Close Behindby Lewis Cardinwith Alex Cullen, Marc Cecere, and Tim DeGennaro
EXECUTIVE SUMMARYForrester evaluated 14 leading project portfolio management (PPM) vendors across 95 criteria and found that CA and Planview established PPM leadership - thanks to their wide choice of mature features and functions. Compuware, HP, IBM, Microsoft, Oracle, Primavera, and Serena are leaders with the most complete, suite-ready PPM o?ering. Daptiv (formerly eProject) and SAP are Strong Performers but lack a fully developed integrated IT management o?ering. Artemis International Solutions and ITM-Software have more PPM vision than current capabilities, while Cardinis has a PPM suite that, while limited in scope, shows substantial promise.
TABLE OF CONTENTS NOTES & RESOURCES2Project Portfolio Management Enables Forrester conducted questionnaire, customer Optimal IT Value To The Business reference, and demo-based evaluations in Fall PPM Imperatives - What PPM Solutions 2007, and interviewed 14 vendor companies: Must Deliver Artemis International Solutions, CA, Cardinis, Trends - What The Customers Of PPM Compuware, Daptiv (formerly eProject), HP, Vendors Need To Do IBM, ITM-Software, Microsoft, Oracle, Planview, Primavera, SAP, and Serena.4PPM Evaluation OverviewEvaluation Criteria Related Research DocumentsParticipating Vendors "The Customer View Of Project Portfolio 8Evaluation Analysis Management Tools"November 16, 200710Vendor Pro?les "Use Business Cases To Make PPM More E?ective"Leaders: Complete Solutions - Out-Of- November 6, 2007The-BoxStrong Performers: Not To Be Ignored "The Forrester WaveT: Project Portfolio Management, Q1 2006"12Supplemental Material March 13, 2006
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PROJECT PORTFOLIO MANAGEMENT ENABLES OPTIMAL IT VALUE TO THE BUSINESSFundamentally, project portfolio management is a continuous process feedback loop by which IT management absorbs and prioritizes technology-related demand, plans and allocates ?nancial and human resources to the investment initiatives, manages the governance-orientated collaboration with the business stakeholders, delivers expected results from the investment, and provides reporting to stakeholders for decision-making and the communication of investment status. The need for this consolidated planning and execution is evidenced by the growing number of PPM players in the marketplace, the increasing adoption of PPM by business as demonstrated by the growth in PPM licensing, and the largely positive results that are being reported by organizations that have implemented PPM tools. And why are PPM tools important to enterprises? Businesses are experiencing expanding investment demand in the midst of constrained capacity, and execs are raising the bar of delivery expectations. Meanwhile, enterprises need to deal with the paradox of increased complexity in the stewardship of their technology dollars while responding to the desire 1for higher transparency - the essence of what modern governance is all about.
PPM Imperatives - What PPM Solutions Must DeliverModern portfolio management software has its roots in project management. Henry L. Gantt developed the Gantt chart in 1917 to display production tasks on a time scale. In the late 1950s, the critical path method (CPM) and the program evaluation and review technique (PERT) were in vogue. Project management software ?rst appeared in the 1970s whe... [download for more]