《项目管理项目报告Gartner项目组合管理软件的魔方图》由会员分享，可在线阅读，更多相关《项目管理项目报告Gartner项目组合管理软件的魔方图（22页珍藏版）》请在金锄头文库上搜索。
1、Gartner项目组合管理软件的魔方图Magic Quadrant for Project Portfolio Management, Matt LightDocument Type: Research NoteNote Number: M-20-2777Applications for project portfolio and resource management can boost team performance, and enable IT management and others to access real-time data via dashboards for prior
2、itization and rapid decision making.-What You Need to Know Heightened interest in integrated project portfolio management solutions has sustained this market through hard times. By broadening its view of project management to an organizational governance context, IT management can increasingly addre
3、ss portfolios of projects, priorities, resources and more.AnalysisStrategic Planning Assumptions By 2006, more than 50 percent of all project portfolio management functions will be packaged as flexibly configurable, modular Web services (0.6 probability). By 2006, at least 50 percent of IS organizat
4、ions will have adopted a mix of project portfolio management application services for managing team collaboration, allocating resources, and tracking utilization and costs (0.7 probability). Enterprises will continue to reduce the number of tools needed to manage IT and other project portfolios, in
5、part to provide quicker visibility via direct rollup and analysis of portfolio data. Enterprises delivering projects large and small have long blended tools and manual solutions to allocate resources, schedule activities and milestones, track progress, share project-related documents, control projec
6、t risks and otherwise manage their project portfolios (see Ways to Speed Up Projects in the Real-Time Enterprise). We believe that, during the next five years, project portfolio management (PPM) functions will be increasingly consolidated in flexible and configurable smart suites of PPM Web services
7、.A smart enterprise suite can extend platforms to create specialized applications that integrate analytical, business and content management application functionalities, which is precisely whats happening with PPM packages (see The Future of the Smart Enterprise Suite). This trend has been slowly ga
8、ining momentum, inhibited by market conditions and the resulting constraints on R&D. Furthermore, pricing pressures have mounted because of the tough PPM market (as well as competition from the Microsoft Project product line), while growth rates for most vendors have decreased or stopped altogether.
9、As noted last year (see 2002 Project/Resource Management Magic Quadrant), application vendors from other areas have also been entering the market and contributing to growth in this space. Since 3Q02, the vendors of the more-integrated PPM solutions have struggled, and the competition is heating up (
10、see Figure 1 and Note 1).Figure 1The PPM Magic QuadrantSource: Gartner Research (July 2003)Note 1 Evaluation Criteria Ability to Execute Vendor viability Management team Track record in delivery and support Functional depth Support capability Sales and marketing Completeness of Vision Vision of tech
11、nology and the market Resourcing (including external) Consulting/service commitment Package breadth Platform, database and ERP support Team collaboration features IS organization requirements Vendors vision foci differ. Some, such as the enterprise resource planning (ERP) providers, initially focuse
12、d on project cost accounting, then added planning, resourcing and other PPM features. Others (Primavera Systems, for example) focused first on the latter set of functions, enabling project cost management and exporting cost accounting data to an ERP back end, and later added ways to collect nonproje
13、ct costs, such as work requests. Although approaching PPM requirements with different strengths, these applications can provide reliable IT project and service status data, which was formerly available only in fragments (for example, in such static documents as time reports or resource plans in Exce
14、l).In assembling a complete solution, PPM packages often provide integration to address gaps or weaknesses in functionality. Another example of integration is the common dependence on Microsoft Project, while focusing on portfolio analysis, tracking, resourcing, costing, collaboration or other featu
15、res and offering project planning (such as Gantt charts) for those situations when more-detailed scheduling (in Microsoft Project or alternative schedulers) is not required (see Figure 2).Figure 2PPM: Evolution of an Application SuiteSource: Gartner Research (July 2003)During the past year, developments in the PPM market have included the growing importance of portfolio features hence, our reference to it as project portfolio management, rather than project/resource management (although resource profiling, leveling and so forth remain significant). IBM has
