Priklenk Final

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Priklenk Final

  1. 1. PPM Application Landscape Analyst source: Matt Light and Daniel Stang Presented by: Oldrich Priklenk These materials can be reproduced only with Gartner's official approval. Such approvals may be requested via e-mail — vendor.relations@gartner.com.
  2. 2. PPM Activity Cycle DEFINE SELECT “Building business cases “Prioritizing the Work” and forecasting value” EVOLVE EXECUTE “Move Forward “Getting Things Done” Define Select and Get Better” Evolve Execute Evaluate Communicate EVALUATE COMMUNICATE “Measuring outcomes, processes, cost and “Sense, Respond and business value” Change”
  3. 3. Practice Doesn't Make Perfect If You Practice the Wrong Things Evolve Evaluate Define Execute Select Communicate Define Communicate 3.5 5 3.12 4 3 2 Select Evolve 1 3.16 3.15 Results of Dec. 2006 survey of Execute Evaluate 434 PPM leaders 2.98 3.24
  4. 4. Market Building: Innovation and Acquisition n 1999 Primavera — Eagle Ray n 2000 Niku — ABT and Proamics n 2000 Microsoft — Enterprise Project n 2003 Mercury — Kintana n 2003 Primavera — Evolve n 2004 Compuware — Changepoint n 2004 IBM — Systemcorp n 2005 CA — Niku n 2005 Borland — Legadero n 2005 Microsoft — United Management Technologies n 2006 Deltek — Welcom Software n 2006 HP – Mercury n 2006 Serena – Pacific Edge By 2010, at least one IT PPM leader will emerge with a mid-market focus, largely by featuring a strong SaaS offering (0.7 probability). Merger and acquisition activity in the IT PPM market will continue, with at least one more vendor being acquired through 2007 (0.7 probability).
  5. 5. Key Issues 1. What are the key functions and market drivers of PPM application packages? 2. What are effective approaches to PPM implementation? 3. What is the state of the PPM market, and how do you assess product and vendor market positions? 4. How will technology and market trends affect PPM market vendors?
  6. 6. PPM Critical Mass Global Mature Demand Innovating
  7. 7. PPM Market Demand: Drivers and Directions n PPM is a maturing software market. n IT and other project organizations are being held more accountable. n PPM prospects rate themselves low in several key processes. n Familiar point tools make compliance too cumbersome. n Visibility is really what prospects are after. n At onset, there are more "soft" than "hard" benefits to PPM. n PPM requires both process and process automation investment — it is not a short-term strategy.
  8. 8. Pitfalls of IT PPM Application Implementation n Overkill or Underkill n Security – Internal and External n Management Inertia – Use It or Lose It n Organizational Inertia – No Goals, Incentives n Implementation – Unskilled, Key Integrations Missed, Delayed n Unreadiness – No PMO or Program/Portfolio Managers n Role – Training and Administration; Too Little, Too Late
  9. 9. Core PPM Functions Are Still in Demand n Time Management manages deliverable activity timelines and deadlines for programs, projects, tasks and assignments. n Resource Management handles the allocation of available personnel using a resource profile repository and enables resource loading and leveling (natively or at least via third-party tool integration). n Cost Management tracks resource (and often other) costs and facilitates the approval of project expenses — for example, those associated with billing, chargeback, travel, equipment or other material.
  10. 10. Additional PPM Function Areas n Scope Management n Procurement Management n Communication Management n Risk Management n Quality Management n Integration (Portfolio) Management
  11. 11. Successful PPM Requires a Balanced Dual Strategy Failure and Risk Process Process Automation Failure and Risk
  12. 12. Project Portfolio Management: Market Segments Industry/Discipline Specific Features n Consulting/Engagement-Driven – Billability — Invoicing — Multicurrency n Engineering and Construction – Mobile — Multiple Subcontractor Collaboration — Cost/Schedule Management — Earned Value n New Product and R&D – Design Interface/Document Management — Product – Ideation Stage-Gating — Product Service Tracking n Information Technology – Software Quality Management — Service Workflows — IT Skills Management — CIO Portal
  13. 13. IT PPM Evaluation Criteria Vision Ability to Execute Market Understanding n Product/Service n Offering (Product) n Overall Viability Strategy n Sales Execution/ Pricing n Business Model n Market Responsiveness n Vertical/Industry and Track Record Strategy n Customer Experience n Innovation n Operations
  14. 14. Magic Quadrant for IT Project and Portfolio Management, 2006 Source: "Magic Quadrant for IT Project and Portfolio Management, 2006," June 2006
  15. 15. 2005 Overall PPM Market Worldwide (General, Eng./Constr., IT, Prof. Svcs., NPD & Others) Microsoft 12.5% Microsoft Primavera 12.3% CA 7.3% Mercury 7.2% Oracle 6.2% Primavera Other Deltek 5.1% IBM 4.0% PlanView 3.8% CA Compuware Artemis 3.8% Sciforma Mercury Sciforma 2.6% Artemis Compuware 2.5% PlanView Oracle Other 32.8% IBM Deltek $728 million 2005 PPM market (including maintenance and support) +9.6% from 2004 ($664 million)
  16. 16. IT Planning & Control Trend: Project Portfolio, Business Service & Application Life Cycle Mgmt. Meet PPM Business Engine, Pacific Edge, PlanView, Primavera Oracle Borland, Microsoft, ITPC SAP CA IBM, Mercury ITSM Compuware ALM BMC, HP, Aldon, MKS, Managed Objects Serena Parasoft, Telelogic
  17. 17. Beyond IT: The Enterprise PMO Trend and E-PPM "Enterprise" Project/Program Management Office Business Business Business PO No. 1 PO No. 2 PO No. 3 1. The "Lite" Model 2. The "Coach" Model 3. The "Manager" Model Builds on "repository" Project office assumes Concentrates project of standardized project willingness to share management capabilities methodology, tools and project mgmt. activities and responsibilities within knowledge via limited, and responsibilities the project office, and part-time support for across organization's may provide the direct maintaining and functional units, & uses management of projects disseminating the office to coordinate communication
  18. 18. Recommendations ü Merger and acquisition activity in the IT PPM market will continue, with at least one more vendor being acquired through 2007 (0.7 probability). Users should plan for this M&A activity and negotiate clauses for same. ü Visibility that leads to accountability is ultimately what the PPM prospect needs, regardless of the origin of the initial need for PPM, whether it be portfolio planning, project mgmt., time reporting or tracking resources. ü To be successful, PPM customers must balance investment in both process and process automation to reduce implementation risk and avoid failure. ü The worldwide PPM market grew almost 10 percent to about $728 million in 2005, with continued growth of between 8 percent to14 percent expected through 2010. ü By 2010, at least one IT PPM leader will emerge with a mid-market focus, largely by featuring a strong SaaS offering (0.7 probability). ü Even as segmented product and marketing approaches to PPM meet targeted customer needs, a market for E-PPM solutions that bridge stovepiped implementations is emerging.

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