The Complete Guide to Enterprise Work Management

GUIDE
The Complete
Guide to Enterprise
Work Management

network workfront.com telephone2 + 1.866.441.0001 telephone2 +44 (0)1256 807352 2
TABLE OF CONTENTS
INTRODUCTION.........................................................................................................................................3
SECTION 1: What is Enterprise Work Management?..........................................................................4
SECTION 2: Why is Enterprise Work Management So Hot Right Now?.........................................9
SECTION 3: How Can EWM Benefit My Colleagues and Me?........................................................10
SECTION 4: How is Enterprise Work Management Different From (_____)?..............................18
SECTION 5: What Are the Common Features of EWM?.................................................................20
SECTION 6: The Business Case for EWM Solutions........................................................................21
SECTION 7: An EWM Self-Assessment.............................................................................................. 24
SECTION 8: The Importance of Change Management................................................................... 26
SECTION 9: Buying EWM..................................................................................................................... 27
SECTION 10: What Are the Common Objections to EWM?............................................................ 30
SECTION 11: Success with EWM........................................................................................................... 31
SECTION 12: The Future of EWM........................................................................................................ 34
SECTION 13: Enterprise Work Management from Workfront........................................................ 36

3 network workfront.com telephone2 + 1.866.441.0001 telephone2 +44 (0)1256 807352
THE WORLD OF WORK IS DIFFERENT TODAY. It’s faster, more complex, and much more
disconnected than ever before. For business and project leaders, answering basic
questions like…
• Who is working on what? • Is it the right work? • And is it on track?
…can require an almost herculean effort—with important data trapped in a variety of
disconnected software tools, task lists, local hard drives, and sticky notes.
All of that work chaos is taking its toll on business results. By some estimates, as many as
70% of enterprise projects and strategic initiatives fail, costing the global economy more
than $6 trillion—that’s trillion with a ‘t’—annually. With so much at stake, many organizations
have tried to add greater visibility to their work processes by leveraging traditional project
management products or enterprise social networks—only to find that another disconnected
tool just makes the problem worse.
A challenge this big can’t be solved with the status quo. Instead, it requires an entirely
new approach to the increasingly complex world of work: a revolutionary concept called
Enterprise Work Management, or EWM. An EWM solution combines the best of project
and task management, social collaboration, real-time reporting, and much more to give
knowledge workers and business leaders complete visibility into the entire lifecycle of
work—from initial request to final report. This guide will provide you and your colleagues
with a complete understanding of Enterprise Work Management—what it is, why it’s
important, and how it can help you eliminate the mundane tasks, time-consuming status
reports, and tedious update meetings that can consume as much as 40 hours every week
(leaving little time for your day job…). It will also explain:
• Why Enterprise Work Management is so hot right now
• How EWM differs from other technologies such as ITSM and PSA solutions
• The common features and advanced functions of EWM tools
• How to build a business case and convince internal stakeholders to act
• The future of EWM
We hope this guide will be a useful resource as you explore all that EWM can do for you and
your organization. Please share it freely with your colleagues and stakeholders. Good luck!

What is Enterprise
Work Management?
The Source of Work Chaos–Work chaos is a dilemma that plagues virtually every enterprise
team. It emerges as a result of serious work mismanagement, and it can take many forms,
including:
RANDOM INPUT PROCESSES
No one knows the ‘correct’ way to make a request, so requests
come in at all times of the day, in all shapes and sizes—without
the key information you need. It’s insane trying to keep up with
them all.
WASTED TIME
Your team spends too much time on phone calls, in email, mak-
ing desk visits, attending status meetings, and trying to gather
data instead of actually executing.
DISCONNECTED ACTIVITIES
Your strategic direction is disconnected from commitments,
which are disconnected from work, which is disconnected from
performance tracking and management, etc.
NO ADOPTION
Project owners, team members, and executives don’t engage
in your tools because the tools aren’t relevant to their work,
and have terrible usability.
POOR VISIBILITY INTO WORK
Every person and team is using different siloed tools for work,
like document sharing, PPM, spreadsheets, email, whiteboards,
task management tools, etc., which leads to scattered work
data that takes hours to gather.
POOR RESOURCE VISIBILITY
It’s difficult to know how effectively or ineffectively resources
are utilized to deliver on your business commitments.
The Pain You Feel–Unfortunately, the effects of not eliminating those contributors to work
chaos are that you and your team end up:
BURNED OUT
The chaos and frustration of disconnected work leads to
unhealthy stress, long hours, too many caffeinated drinks, and
eventually, extreme dissatisfaction with your job.
RUNNING IN EVERY DIRECTION
Work chaos and low visibility mean that you and your team
members are always running around like your hair’s on fire
trying to get the data that you need to appease executives and
stakeholders.
CONSTANTLY FACING FIRE DRILLS
Without the information you need for process improvement
or the right amount of resource visibility, you have no way to
justify priorities or timelines, which results in constantly putting
out fires instead of doing strategic work.

The Cost of Being Disconnected–In reality, however, it’s not the work chaos or the project
failures or even the inefficiencies that are the real source of that pain. The real villain is a
nasty thing called disconnectedness.
All of those disconnected tools (such as email, spreadsheets,
and project management), disconnected processes (including
manual tasks and broken workflows), and disconnected people
(like remote workers, global teams, and different cultures) that
you interact with every day create massive roadblocks to effec-
tively managing work—and produce a lot of pain along the way.
In addition, most organizations fail to realize how much all
that disconnectedness is costing them in dollars, efficiency,
and productivity.
SILOS
Individuals working in different, disconnected tools inevitably
results in team silos and little-to-no work visibility.
LOST WORK
When you have work requests flying in from all directions,
sometimes they fall through the cracks and time is lost. This
can hold back entire projects, tangle up resources, disrupt
strategies, and jeopardize a competitive advantage.
WASTED TIME
Disconnectedness means more employee time is spent in sta-
tus meetings and email while everyone tries frantically to get
on the same page. It also means that manual processes eat up
a ton of the average worker’s day.
DISTRACTIONS
Businesses lose $650 billion a year in lackluster job perfor-
mance and creativity due to distractions.
FAILURE
The Project Management Institute (PMI) reports that less than
two-thirds of projects actually meet their goals and business
intent. In fact, it is estimated that for every $1 billion spent on a
failed project, $135 million is lost forever...unrecoverable.
FRUSTRATION
Disconnection causes individual team members massive
amounts of stress because of low visibility into work and de-
pendencies, inefficient processes, and scattered work informa-
tion. In fact, three-fourths of American workers describe their
work as stressful.
A New Approach–The best way to eliminate disconnectedness and chaos is to unify.
Unifying, in the correct way, requires that you think differently also the way you do work.
UNIFY YOUR TOOLS
Using five or more tools scatters your work data, lowers visibil-
ity, kills productivity, and increases chaos. It’s time to stop dis-
connectedness once and for all by implementing one unified,
centralized tool for managing all of your work.
UNIFY YOUR PROCESSES
Disconnected tools inevitably lead to disconnected process-
es, especially when you’re using separate tools to manage
different stages of the project lifecycle and additional tools to
manage the rest of your work. The secret to unifying processes
is to manage the end-to-end lifecycle of enterprise work, not
just parts of the project lifecycle.
“THE CHAOS AND FRUSTRATION OF DISCONNECTED WORK LEADS TO UNHEALTHY STRESS, LONG HOURS, TOO MANY
CAFFEINATED DRINKS, AND EVENTUALLY, EXTREME DISSATISFACTION WITH YOUR JOB.”

The Entire
Lifecycle of Work
Unfortunately, most of the solutions available to help manage work fail to manage it through
the end-to-end work lifecycle. At best, they only focus on one or two stages.
PROJECT MANAGEMENT TOOLS
Most project and portfolio management (PPM) tools fail to accommodate work other
than projects (e.g., unstructured work, everyday “lights-on” work, ad hoc requests,
etc.). And PPM tools may work fine for project planning and coordinating, but they
leave you with gaps to fill for the rest.
TASK MANAGEMENT TOOLS
There are thousands of task management tools out there for you to choose from, but
they are usually as simplistic as apps, and they only help manage work execution;
you’ll have to find other tools to help you plan, prioritize, collaborate, and measure.
SOCIAL TOOLS
Most social tools are apps or add-ons that don’t even allow you to collaborate in the
context of your work, meaning that collaboration is disconnected from the actual
work it’s related to. With these social tools, collaboration doesn’t flow through the
entire work lifecycle.
PPM
TOOLS
TASK
MANAGEMENT
TOOLS

Manage work throughout
the entire work lifecycle
In contrast, EWM unites these incomplete approaches to address the entire lifecycle of
work, creating greater visibility and productivity than ever before. For the first time,
managers, teams, and stakeholders can know who’s working on what, is it the right work,
and is it on track.

4 PPM Play for Solution
Implementation
The PPM play for the solution implementation
space takes a slightly different tact than
other vendors offering so-called PSA
solutions. While HCM, CRM and financial
ERP vendors tend to market PSA-specific
extensions as add-ons to much larger
enterprise solutions, PPM vendors market
standalone offerings to solution
implementers. But what’s interesting is that
you’ll find different PPM vendors employ
different marketing strategies to brand
themselves in the space.
Some PPM vendors will have a SKU for their standard PPM
offering and then create a new SKU that they brand as a
PSA solution, when it’s basically the same as their PPM
SKU with perhaps a few added features for billing and
maybe customer management. A handful of others brand
themselves solely as PSA vendors, not PPM vendors—but a
close look at their offerings makes it clear that their solutions
are really PPM in their approach and design with a little bit
of added window dressing to facilitate positioning in the so-
called PSA market space.
Lastly, you have the rest of the PPM vendors who don’t
even pitch themselves as PSA or solution implementation
offerings. However, there might be those in your organization
who say, “Our development teams use PPM. Our IT group
uses PPM. They have projects. We have projects. Our work is
kind of the same. Why don’t we use PPM too?” That’s a great
question. And the answer is the same whether the solution
comes from a traditional PPM vendor or one that positions
itself as a PSA vendor with solutions modeled on or with the
same core functionality as PPM tools.
Why is Enterprise Work
Management so Hot Right
Now?
EWM is a hot market because the world of work is changing rapidly, and organizations
are scrambling to find new ways to deal with the increasingly complex and disconnected
business landscape. Management guru Peter Drucker said it this way:
“The most important, and indeed the truly unique, contribution of management in the 20th
century was the fifty-fold increase in the productivity of the manual worker in manufacturing.
The most important contribution management needs to make in the 21st century is similarly
to increase the productivity of knowledge work and the knowledge worker.”
Peter Drucker
In addition, analyst firms like Gartner have started tracking the growing momentum in this market. Although they may use different
names—in Gartner’s case, Collaborative Work Management—the value remains the same.
According to a recent Gartner report on the emerging digital workplace, “Collaborative work management platforms help teams
accomplish their goals with more flexibility by combining project management and social software capabilities…The contribution of
the collaborative and social capabilities (support for conversations, activity streams, information sharing, team and project spaces,
and so on) is not only to help coordinate task execution or handle exceptions.
“These capabilities can also be used to carry out the actual work,” the report continues, “…at least to the extent that the work that
needs to be managed involves creating content, making decisions, collecting and organizing information, commenting on reports,
making designs, and so on. The advantage of having visibility into work execution from the system that handles work management
is that less effort is required to manage it—there is, for example, no need to provide status information.”
Industry analysts and business leaders alike are recognizing the huge potential upside EWM can bring to innovative companies
willing to embrace it.
Whether branded as traditional PPM, PSA or a hybrid of the two, the underlying problem of all these solutions is they are designed
for command and control rather than interactive team collaboration. As such, they fail to deliver the integrated, seamless experi-
ence needed for solution implementation. Simply put, they are planning tools attempting to extend into the area of solution imple-
mentation, but lacking the fundamental characteristics and capabilities required to successfully handle the execution of solution
implementation work.

How Can EWM Benefit My
Colleagues and Me?
Enterprise work management helps IT, marketing, and other enterprise teams conquer the chaos
of excessive email, redundant status meetings, and disconnected tools. Here’s how it works:
1
Your structure may be a little bit different, but a typical enterprise department has multiple teams, each specializing
in the delivery of a certain type of work. But these teams don’t have a single, uniform, or integrated way to manage
their own work—let alone the work being performed across teams. In fact, most IT departments have 5, 10, even
20 different point solutions to manage their work.

2
3
This problem first shows up when people start asking for help by calling, leaving voicemails, sending emails, texts
and instant messages, putting sticky notes on monitors, or tracking you down in the hallway. And that’s just the
input.
There are point solutions for planning.

4
5
Point solutions for collaboration, with different users preferring different tools, such as text, internal chat, or email.
Point solutions for status gathering and reporting, the most common of which is usually a basic spreadsheet.

6
7
And point solutions for document sharing, such as Box, Dropbox, or SharePoint.
Compounding the problem of too many point solutions is the fact that these tools typically don’t talk to each other
– not horizontally within a team, or vertically across teams. So the information is fractured and siloed.

8
9
And this leads to confusion, poor visibility, and low productivity.
Which causes work to be late, over budget, and incomplete. What percentage of your work would you currently
categorize as one of these three?

Those gaps are taking a costly toll on businesses around the world, as these data points highlight.
But even more challenging, work that is constantly late, over-budget, or incomplete begins to take a personal toll
as well:

What you need is a single system of engagement to manage every type of work your enterprise teams perform—
not the 5, 10, or even 20 point solutions you use today.
One that manages the entire work lifecycle—from initial request to final report. A single system that provides you
with the visibility that you just don’t have today. And that is exactly what Enterprise Work Management delivers.
As a single system that unifies enterprise work, EWM:
• Manages all types of work scenario (structured, unstructured, Agile, Waterfall, creative, process-driven,
ad-hoc, repeatable)
• Addresses the end-to-end enterprise work lifecycle (work identification, prioritization, planning, coordina-
tion, execution, delivery, measurement, recognition)
• Have you ever panicked when you were asked for an update on a request that your team
completely missed?
• Or how about all the fire drills from the executives because they either can’t see what you’re working
on, or you were working on the wrong things?
• Or what happens when your customer is upset that you missed a deadline?
• They never come to you, they always escalate up!
• Think about the finger pointing that occurs when you either miss work or duplicate work.
• What is it like managing the confusion and frustration in your teams because there is no visibility into
what is being worked on?

No more throwing point solutions at the problem, which only address the symptoms and not the root cause. No
more management of work by drive by, email, sticky note, or Excel spreadsheet. A tool actually gets adopted,
increasing efficiency, boosting productivity, and providing real visibility. And it’s that visibility, in particular, that deliv-
ers tremendous benefit to all levels of the organization.
For knowledge workers, it enables better decision making and prioritization, and allows them to work
more efficiently.
For managers, better visibility means the alignment of work to goals and strategy and improved team productivity.
And for leaders and senior managers, visibility provides a means to justify resources and budget while ensuring
appropriate resourcing for the most strategic initiatives.
• Unifies work tools (goals and planning, social collaboration, document management, workflow manage-
ment, work automation, process definition, reporting, approvals)
• Delivers closed-loop performance management (strategy, initiatives, commitments, priorities, outcomes,
deliverables, results, impact, recognition)
• Follows enterprise work best practices (change management, maturity models, organizational transforma-
tion, proper education)

How is Enterprise Work
Management Different from
(_______)?
IT SERVICE MANAGEMENT
IT Service Management (ITSM) solutions offer a wide-ranging
set of capabilities, but they do two things in particular very well:
• Enforcing top-down service best practices and gover
nance frameworks—such as the IT Infrastructure
Library (ITIL)—for IT departments.
• Handling transactional service requests, such
as equipment provisioning or end-user
application support.
ITSM solutions do not generally include full-featured project
and portfolio management capabilities.
In contrast, Enterprise Work Management excels at:
• Providing bottom-up, grassroots work management
capabilities that are as useful to business stakeholders
and executives as they are to technical IT staff.
• Delivers visibility across the entire lifecycle of work:
requests, priorities, progress, reports, etc.
• Managing not just transactional requests but also
expansive strategic projects.
APPLICATION LIFECYCLE
MANAGEMENT
Application Lifecycle Management (ALM) solutions, such as
Microsoft TFS or Rally, are Agile-only tools almost exclusively
used by software development teams. ALM solutions have a
very engineer-centric feature set.
Enterprise Work Management, on the other hand, embraces
all types of work methodologies and can accommodate Agile
work as well as traditional Waterfall efforts—often within the
same project. While an ALM tool is focused primarily on devel-
opment, EWM takes a broader view of work, encompassing
not just development, but also planning, approval workflows,
dashboards and reporting, etc.
PROFESSIONAL SERVICES AUTOMATION
Professional Services Automation (PSA) solutions help services
organizations manage the time and workload of service profes-
sionals, including specialized consultants and field personnel.
Where PSA solutions excel is in helping those teams manage
and maximize consultant utilization, so revenue goals can be
achieved. If a service professional’s main metric of success is
billable hours, a PSA solution is often a good fit.
Enterprise Work Management takes a different approach,
focusing on repeatable work processes that can be automated
and optimized. In a services organization, one area in which
EWM is an ideal fit is solution implementation and customer
on-boarding. With these teams, the primary goal is not billable
hours, but rather customer success, adoption, and retention.
Implementation teams typically have a templatized set of
tasks each new customer must follow to be successful. A PSA
solution is not tuned to that kind of frequent, repeatable, highly
collaborative work process.

BEFORE EWM
AFTER EWM
“We needed more granularity in our program timeline. It wasn’t enough to say ‘design
phase.’ We needed to know where we were in that process to calculate metrics, to
see where our holdups were. But there was no way to capture that complexity.”
• In just six months, Peregrine increased its annu
al project throughput capacity by 3x, from 10 to
30 per year.
• Time-to-market was accelerated by dramatical
ly improving process efficiency.
• Weekly reports are generated automatically,
eliminating the need to spend hours compiling
data from notes, emails and other sources.
• Team members now save almost an entire
day’s worth of work each week.
“The solution gave us the ability to drive
responsibility for the timeline down to the
proper level—to the people in the organization
actually doing the work.”
PEREGRINE SEMICONDUCTER
INDUSTRY: SEMICONDUCTOR
EMPLOYEES: 430
IN JUST
6WEEKS
PEREGRINE INCREASED
ITS ANNUAL PROJECT
THROUGHPUT CAPACITY BY
3X, FROM 10 TO 30 PER YEAR

What are the Common
Features in EWM?
Enterprise Work Management gives you one place to manage all of the work you do with all
of the stakeholders you need. A complete EWM solution will typically include the following:
Project and Portfolio Management
Manage tasks, deadlines, and issues in one easy-to-view spac
Resource Management
Balance the workload and maximize the efficiency of your team.
Capacity Planning
Allocate your available resources to current and future projects.
Multiple Work Methodologies
Choose the work methodology that suits you best, whether that’s
Agile, Waterfall, or a mix of the two.
Workflow Automation
Manage the lifecycle of work from start to finish, without relying
on multiple status meetings.
Request Management
Streamline and effectively manage all of your work requests.
Approvals
Add control and consistency to your approval processes.
Team Collaboration
Utilize one solution for all project and ad-hoc communication.
Document Management
Organize, access, and share your documents from one location.
Mobile Access
Manage work and requests from your smartphone or tablet.
Social Recognition
Recognize good work and provide real-time feedback to
your employees.
‘My Work’ Queue
View all of your tasks in one place and address the most
important work first.
Notifications and Updates
Report status and keep everyone up-to-date without relying on
emails or phone calls.
Reports and Dashboards
Gather the right data and customize your view to get visibility into
the metrics that matter.
Time Tracking
Log time on projects, tasks, and issues for accurate billing
and reporting.
Enterprise-grade Security
Guarantee peace of mind with enterprise-grade security
and encryption.
Integrations and API
Eliminate silos of information by integrating with other enterprise
systems, such as Salesforce, SAP, Jira, and others.

The Business Case for
EWM Solutions
Whether the economy is up or down, gaining support from decision-makers to fund any initiative
often involves a rigorous approval process. Managers who understand the value of an EWM
solution still need to compete for dollars with other departments, including their own.
It takes a strong business case to win funding for important
initiatives like Enterprise Work Management. An effective
business case should include clear examples of the type of
ROI expected and how it will be achieved. The benefits pro-
vided by an EWM solution fall into two categories: efficiency
and effectiveness. Efficiency benefits are easier to quantify
because they typically result in saved time and saved money.
Effectiveness benefits are less tangible and may include quality
improvements and better decisions. However, both types are
extremely important when evaluating the ROI of a solution.
QUANTIFYING ENTERPRISE
EFFICIENCY GAINS
The following efficiency table demonstrates how to quantify
the value of five key efficiency benefits of an EWM solution.
The calculations used in the table are based on a 30-person
team with an average blended hourly rate of $70. Both the
monthly estimated costs and gains are based on research and
real-world experiences with EWM.
EFFICIENCY
BENEFIT
BEFORE EWM
MONTHLY
ESTIMATED
COST
AFTER EWM
MONTHLY
ESTIMATED
COST
PROVEN SUCCESS
REDUCED
MEETINGS
Constant meetings cut into work-
ers’ productive and
creative time.
$52,500
A single system of work connects
collaboration with work.
RESULT: more context and
fewer meetings.
$44,625
Reduced meetings
from 750 to 100 hours per
month.
–Partner Weekly
REDUCED
EMAILS
Too many emails to read and sort
through consume worker produc-
tivity time.
$94,080*
Unified collaboration cuts out
excess tools.
RESULT: a single place for all
information to reside.
$18,816
Reduced emails by over 20%
–Partner Weekly
REDUCED
PROJECT
FATIGUE
Lack of visibility, swelling bud-
gets, and difficulty prioritizing
resources result in a high number
of project failures.
$112,750**
Global visibility allows managers to
seeprojectstatus,projectresources,
andcurrentprojectcosts.
RESULT: managers can better
manageresources,stayonbudget,
and reduce project failure.
$112,750
95% of projects
within budget.
–American Capital
INCREASED
OUTPUT
Time required to manage proj-
ects limits the number of projects
that can be completed.
10 projects
completed
annually
Better visibility and work man-
agement.
RESULT: an increase in outputs.
30 projects
completed
annually
3X INCREASE IN PRODUC-
TIVITY.
–PEREGRINE SEMICON-
DUCTOR
REDUCED
DELAYS
Scattered data and disconnected
communication leads to
output delays.
100 on-time
projects
Instant communication and a
single source of data between
global teams.
RESULT: it’s easier to spot bot-
tlenecks and ensure projects
proceed on time.
200 on-time
projects
Doubled on-time
product delivery.
–Trek
TOTALS $259,330 $159,256
* MCKINSEY STUDY FOUND EMPLOYEES SPEND 28% OF TIME ON EMAIL.9
**PMI STUDY SHOWS 33% OF BUDGET IS UNRECOVERABLE WHEN A PROJECT FAILS AND THAT AVERAGE BUDGET IS $4.1 MILLION.10
5 KEY EFFICIENCY BENEFITS OF AN EWM SOLUTION

As the efficiency table indicates, it is important to consider not only the savings gained from increased efficiencies, but also factor
in the cost of not correcting current work inefficiencies within the enterprise.
Relying on “doing nothing” solutions or implementing a partial solution that does not address the complete end-to-end work lifecy-
cle may be contributing to high ongoing costs. For a team of 30, work inefficiencies are estimated to cost companies $259,330 a
month or over $3 million a year—significant dollars that could be better spent elsewhere.
EVALUATING ENTERPRISE EFFECTIVENESS GAINS
The following effectiveness table demonstrates how to evaluate five EWM effectiveness benefits. While it’s more difficult to mea-
sure effectiveness gains than efficiency gains, these types of improvements provide significant business value and are crucial to
any business case. The outcomes described are based on real-world experiences with an EWM solution.
As the previous table indicates, EWM technology provides greater effectiveness across a number of areas. Its ability to provide
a single source of visibility improves decision-making, reduces the time and resource costs associated with managing projects,
empowers employees, and provides for an overall higher level of effectiveness across the enterprise.
In looking for genuine solutions to work management challenges, stepping beyond point solutions or other traditional tools and
toward an Enterprise Work Management solution means greater productivity and work success. With EWM, improvements to
pre- and post-planning, increased efficiencies, and global visibility from robust data and reporting can all be realized. With the
ability to calculate the costs of doing nothing, strong ROI data, and real-world experiences, the business case for an EWM solution
is compelling.
5 KEY EFFECTIVENESS BENEFITS OF AN EWM SOLUTION
EFFECTIVENESS
BENEFIT
BEFORE EWM AFTER EWM ROI
WORKFRONTCUSTOMER
SUCCESS STORY
DECISION MAKING
Lots of guesswork with a
tendency to repeat mistakes
Data-driven decisions based
on accurate, real-time information
Better business
outcomes
Experienced immediate results in key
areas with visibility across all work
streams, not just projects.
–Tampa General Hospital
PLANNING
Individual managers
determine projects
without evaluating
strategic value.
Work aligned to
strategic goals
Improved
business
growth
Reporting allows informed decisions
to aid in evaluation of department
work objectives.
–Walt Disney Company
RESOURCE
MANAGEMENT
Overburdened or
under-utilized resources
Resource requests justified
based on accurate projections
Increased
efficiency
Management can see who is working
on what, hours being spent, and
staffing needed.
–American Capital
EMPLOYEE MORALE
Confusion, feeling
disconnected from other
teams, and too many
information silos
Empowered employees
Increased
productivity
Helped increase on-time rate to 80
percent by enabling teams to get
information they needed.
–American Capital
PROJECT
DELIVERABLES
Inconsistent outcomes and
project deliverables
Improved quality of
project deliverables
Better
project
outcomes
Best engineers gained
20 to 30 percent more time
for innovating.
–Trek

An EWM Self-Assessment
Now it’s your turn. To truly understand the value Enterprise Work Management can bring to your
organization, you and your colleagues need to take a closer look at the personal and professional
pain that disconnected and chaotic work processes are causing in your own company.
Using the worksheet below, have each of your stakeholders in the EWM buying process answer the questions about the state of
work at your organization. Then input the data into the Workfront value calculator (contact your sales engineer for access) to deter-
minethe cost of the status quo and the ROI of an EWM solution.
VALUE CALCULATOR QUESTIONNAIRE
Projects
1 What is the number of projects you complete each year?
2 What percent of your projects currently finish on time and on budget?
3 What is the average cost of a typical project?
4 What is the average value/ROI of a typical project?
People
1 What’s the average salary (hourly rate) for a project leader?
2 What’s the average salary (hourly rate) for a project contributor in your organization?
3 What is the total number of project leaders?
4 What is the total number of project contributors?
Processes
1 Email – What is the average number of emails received per individual per day?
2 Status meetings – How many status meetings do you hold each week? How many people attend? How long do they last?
3 Status Updates – On average, how many hours does a project leader spend each week manually gathering status up dates?
4 Project Reports – On average, how many hours does a project leader spend each week creating and updating spreadsheets?

Payout
1 What is your current work management solution or solutions?
2 What is the annual license expense for your current work management solution(s)?
3 What are the annual support expenses for your current work management solution(s)?
4 Are there additional maintenance fees that you pay for your current work management solution(s)?
APPLICATIONS LICENSING SUPPORT STAFFING INFRASTRUCTURE
APPLICATION 1
APPLICATION 2
APPLICATION 3
APPLICATION 4

The Importance of
Change Management
To overcome the challenges and gaps created by traditional, ad hoc work management—and
embrace the benefits of EWM—you need to take an entirely different approach; one that
does not end with software alone.
To achieve the vision of EWM, the right software is indeed the
foundation. You need a technology platform that provides a single
system of engagement for the entire lifecycle of work, from incom-
ing requests to outgoing reports; the ability to address any project
management methodology, from Agile to Waterfall; one place for
managing both planned strategic projects and unplanned ad hoc
work; and perhaps most important, it has to be easy. Yes, a soft-
ware solution has to have the right functionality, but in the world
of social media and mobile apps, companies are now prioritizing
ease of use over almost any other requirement.
The technology alone is not enough. No matter how much you
invest in software, if people won’t use it, it’s worthless—and you’ll
end up with the same work management challenges, only they’re
now worse, because you’ve added yet another tool to the mix.
To drive real adoption, you also need expert services. You
shouldn’t have to deliver a new approach to work management
without experts who have been there before. Any vendor that
suggests their solution is “so easy you can use it right out of the
box” isn’t willing to take the time to understand your organization.
Without expert services, based on an understanding of your in-
dustry and unique departmental challenges, it’s going to be nearly
impossible to achieve the promise of EWM.
And finally, you need change management, because real enter-
prise adoption requires a new way of thinking. Software and ser-
vices are vital, but when you’re talking about a new approach to
enterprise work, they have to be coupled with a change manage-
ment strategy—one that encompasses industry best practice and
a maturity model that can grow as your team and work processes
do.
Effective change management begins with a strategy that con-
siders not just the business impact of EWM but also the cultural
impact. One successful company points to four critical success
factors in crafting a compelling approach to change management:
1 Focus on environment first, technology second
2 Secure leadership support
3 Let users track their adoption progress
4 Continue education via weekly, topic-focused sessions
When software, services, and best practice change manage-
ment come together in one Enterprise Work Management
solution, the chances of success increase dramatically.
YOU NEED THREE THINGS:
1 SOFTWARE
2 SERVICES
3 CHANGE
THE RIGHT SOFTWARE
• Entire lifecycle of work
• All work methodologies
• Planned and unplanned work
EXPERT SERVICES
• Work management experts
• Solution roadmap
• Department/vertical expertise
CHANGE MANAGEMENT
• Adoption strategies
• Industry best practices
• Maturity model guidance

Buying EWM
When considering an EWM solution, there are a number of capabilities that should be
evaluated. The chart below provides an extensive list of these essential functions.
WORK REQUESTS
FUNCTIONALITY VALUE SOLUTION 1
_____________
SOLUTION 2
_____________
SOLUTION 3
_____________
QUEUES AND
ROUTING RULES
• Send the right information to the right teams ] ] ]
• Align and negotiate priorities ] ] ]
• Update requestors in real-time ] ] ]
TRACKING AND STATUS
• View status updates in real-time ] ] ]
• Quickly view resource availability ] ] ]
• Get project data you can trust ] ] ]
WORK PLANNING
_____________
SOLUTION 2
_____________
SOLUTION 3
_____________
PRIORITIZATION
FRAMEWORK
• Clear frameworks mean no lost work requests ] ] ]
• Everyone understands priorities ] ] ]
• Clarity builds trust with stakeholders ] ] ]
TEAM WORKLOAD
AND CAPACITY
• Get full visibility into each team member’s
workload and capacity
] ] ]
RESOURCE WORK
MODELING
• Evaluate and optimize team member substitutions
and utilization
] ] ]
• Make reliable resource forecasts ] ] ]
WORK PLAN AND
COMMITMENTS
• Ensure target deliverables and requirements are met ] ] ]
HOW TO USE THESE CHARTS:
Use the checklist below to compare up to 3 solutions side-by-side. Next, note the features that are missing and evaluate how important
they are to your team’s ability to manage the entire lifecycle of work (the only way to avoid work chaos). Understanding the trade-offs
between different solutions will help you see the benefit of implementing one tool over another.
CONTINUE TO NEXT SET OF QUESTIONS

WORK COORDINATION
_____________
SOLUTION 2
_____________
SOLUTION 3
_____________
PROJECTS AND
PORTFOLIOS
• Validate, align, and prioritize requests ] ] ]
• Make informed portfolio decisions ] ] ]
WORK AUTOMATION
• Automate repeatable processes to save time ] ] ]
• Standardize processes ] ] ]
• Avoid forgetting dependencies ] ] ]
TASK ASSIGNMENTS
• View accurate workloads for team members ] ] ]
• Manage all tasks in one place ] ] ]
TIME AND EXPENSE
TRACKING
• Keep all project tracking in one location ] ] ]
• Save time with integrated time sheets ] ] ]
WORK COLLABORATION
_____________
SOLUTION 2
_____________
SOLUTION 3
_____________
REAL TIME STATUS
UPDATES
• Easily see workload and availability ] ] ]
• Forecast resources accurately ] ] ]
CENTRALIZED
REPOSITORY
• Manage all work in one place
• Get full visibility into each team member’s workload
and capacity
] ] ]
WORK SPACES
• Keep team members on the same page ] ] ]
• Collaborate in a central location
• Build a sense of team engagement ] ] ]
CONTEXTUAL WORK
STREAMS
• Communicate and collaborate in real-time ] ] ]
• Filter out the ‘noise’ of day-to-day work

WORK VISIBILITY
_____________
SOLUTION 2
_____________
SOLUTION 3
_____________
REPORTING AND
DASHBOARDS
• Get real-time visibility that demonstrates the
progress and value of your projects
] ] ]
• Stop frantically searching multiple applications for
the information you need
] ] ]
INDIVIDUAL AND
TEAM INSIGHT
• Easily control the IT Governance process ] ] ]
• Get visibility into resource utilization and availability ] ] ]
WORK ACCOUNTABILITY
_____________
SOLUTION 2
_____________
SOLUTION 3
_____________
GOALS AND INITIATIVES
• Set and manage achievable goals ] ] ]
• Set clear expectations for team members ] ] ]
MILESTONES AND
APPROVALS
• Schedule and track meaningful milestones ] ] ]
• Use workflow for approvals, so nothing gets lost ] ] ]
RECOGNITION
AND AWARDS
• Provide instant feedback to team members ] ] ]
• Ensure team members are recognized for their work ] ] ]

What are the Common
Objections to EWM?
Why would we want an EWM
solution if we already have a PPM tool in place?
There are many companies that provide project and portfolio management capabilities for hard-core project managers. However,
EWM appeals to teams that are not only looking to manage projects from the top down, but to enable more effective work from
the bottom up. Analyst firms like Gartner have noted recently that this “work management” (vs. traditional project management)
approach is gaining significant momentum.
Why should I consider an EWM solution when spreadsheets and email are free?
You may have already paid for spreadsheets and email, but that doesn’t mean they’re good for managing work. Using email
to share project information creates contextual gaps and information black holes. And while spreadsheets are useful, they’re
time-consuming to create—and outdated as soon as you hit “save.” As a single system of truth and engagement, EWM actually
helps companies eliminate disconnected tools and information silos.
I like the idea of a single system of engagement, but isn’t it unrealistic to think we could accom-
plish all of our work in one system?
Much of what knowledge workers do every day—gathering and prioritizing requests, reviewing and approving documents, gener-
ating status reports, and so on—could easily be moved and drive much greater efficiency within a single system. For other sources
of work information, such as a CRM tool or an enterprise file sharing service, a robust EWM solution will include integration mod-
ules to automatically extract data and documents from those peripheral systems.
“USING EMAIL TO SHARE PROJECT INFORMATION CREATES CONTEXTUAL GAPS AND INFORMATION BLACK HOLES. WHILE
SPREADSHEETS ARE USEFUL, THEY’RE TIME-CONSUMING TO CREATE—AND OUTDATED AS SOON AS YOU HIT ‘SAVE.’”

Success with EWM
Depending on your organization’s goals, a successful Enterprise Work Management solution
can take a variety of shapes and sizes. But as the following examples demonstrate, those
benefits can have a material impact on both the bottom line and the daily routine:
Emerson Electric Company
Industry: Manufacturing/Technology
Employees: 130,000
BEFORE EWM
AFTER EWM
• The average span for the planning phase on new product develop-
ment projects has been reduced from 11 months to just under 3 months.
• The team has increased visibility into over 95% of capitalized RD
costs (up from 52%)—an improvement in real dollars of more than
$500,000.
• 80% of projects now follow the corporate NPD process.
• Status meetings dropped from 90 minutes to 25 minutes.
• “With EWM, we can manage our work instead of put out fires.”
Tampa General Hospital
Industry: Healthcare
Employees: 5,000
BEFORE EWM
“Before EWM, our new product development process
was filled with guesswork. Our process wasn’t
standardized and only 15% of our RD projects
were following the corporate NPD process.”
“The intake of a single project request would absorb
several hours of planning and discussion to determine
resource availability and portfolio alignment—just to take
a request to governance for approval. With no system
to capture project data in one place, communications
between team members were often maintained through
email and lost once the project was completed.”

AFTER EWM
• Within the first few months of using EWM, the project success rate grew
from 84% to 93%.
• The team gained an estimated 10% of their time back to improve projects.
• Status meetings dropped from 90 minutes to 30 minutes.
• “At any moment, we could show executive management the work we’d
performed, how upcoming projects could impact the portfolio, and
more—all in customized, intuitive reports.”
Trek Bicycle Corporation
Industry: Manufacturing
Employees: 1,750
BEFORE EWM
AFTER EWM
• Status meetings were reduced from 2–3 per week to 1 per month.
• Project managers gained 30% of their time back to work on strategic projects.
• On-time delivery went from 50% to an 80% average.
• The team was able to align with the same timeline as the Taiwanese
office—the U.S. team could leave for the day, the Taiwanese would start their
day, and then the U.S. team could come in the morning and tasks would
be updated.
• “It was a better way for us to communicate.”
Carphone Warehouse
Industry: Retail
Employees: 5,000
BEFORE EWM
“Our team was using so many tools to manage our
work, project managers spent 30% of their time
retyping timeline items from MS Project into emails.”
“The volume of store refits was increasing and timescales
to complete them were shrinking, making the Excel
solution even more fragile and labor intensive. We had
to deal with issues on a case-by-case basis, with no
time to investigate and fix root causes. We couldn’t
even quantify how specific issues were occurring.”

AFTER EWM
• Store set-up time was cut by 50% (from 4 days to 2 days on average).
• Status meetings were reduced from 3 to 1 per week.
• The investment in EWM was recouped in just 2 months.
• The number of refit projects handled was increased by 200%—tripling
the team’s work capacity.
• Customer satisfaction and employee engagement were both im-
proved.
• Fewer issues reduced the cost of each store refit and enabled the
team to open refit stores faster, preventing loss of revenue from late
openings.
• “We couldn’t have the visibility we have if our whole team wasn’t
using EWM, working off the same information.”
IDEX Health Science
Industry: Manufacturing
Employees: 6,717
BEFORE EWM
AFTER EWM
• Turnaround time for customer quotes was reduced by 64%.
• Project capacity increased by an astounding 367%.
• In two years, the team’s annual project capacity grew from 6 to 28.
• Customer quotes are turned around in 5 days now instead of 14.
• “It is flexible and we can adapt it to work for us rather than trying to
conform our business to it.”
These are just a few examples. Companies of all sizes and across all industries
have realized huge gains by implementing an EWM solution.
“Our engineers were wearing their shoes out running
around the facility to different buildings trying to track
things down. Our team was losing at least 15% of their
time every week.”

The Future of EWM
The issues that have created the complexity and disconnected workforce leading to the
growing need for Enterprise Work Management are only going to become more pronounced.
These three trends, in particular, will continue to drive companies to seek greater work
visibility and efficiency well into the future:
COLLABORATIVE TECHNOLOGIES AND
THE IMPACT ON WORKPLACE CULTURE
The explosive global usage of consumer-grade social network-
ing sites has had a significant impact on how we do business
today. According to Pew Research Center, 72% of adults who
use the Internet also use social networking sites. The behav-
iors and habits we have developed through our use of social
platforms such as Facebook, Twitter, Skype, Instagram, and
other interactive media have primed us for communicating and
sharing information openly.
Ten years ago, it was not possible to manage the end-to-end
work of our global teams in real-time, such as providing advice,
asking questions, having a bird’s-eye view into the projects that
our team members are working on, or taking a detailed look
when needed. Now it is. The same media we use to commu-
nicate in our personal lives is becoming incorporated into how
we collaborate about work, and EWM is at the forefront of
that transition.
FLATTER ORGANIZATIONS AND THE
VOICE OF THE EMPLOYEE
The traditional brick-and-mortar organization with a pyra-
mid-structured hierarchy and command-and-control manage-
ment method is on its way out, yielding to a flatter and more
flexible organizational structure where outdated management
styles and information silos don’t exist, collaborative work is
expected, and the voice of the worker is powerful—and heard.
These are big changes from the traditional model of a compa-
ny and they will take some adjustment, but the returns will
be significant.
According to The Role of Employee Engagement in the Return
of Growth report, workers who are committed to their organiza-
tions put in 57% more effort than workers who consider them-
selves disengaged. If workers are engaged, they will be more
passionate about their work and they will be more motivated to
get work done and achieve results.
FLEXIBLE WORK POLICIES AND THE
SEARCH FOR WORK-LIFE BALANCE
The reign of the 9-5 workday is coming to an end, as flexible
work arrangements of one kind or another are increasing in
demand. The modern workforce seeks a balance between
a personal and professional life, and organizations are, to an
increasing extent, recognizing that traditional schedules might
not be the best fit for everyone.
According to Gallup, organizations that offer the opportunity to
work remotely might have advantages when it comes to hours
worked and worker engagement. Remote workers tend to log
more hours than their counterparts who work on-site, and are
slightly more engaged (32% engagement) than their peers who
work on-site (28% engagement). Also, remote workers don’t
require office space, cutting back on real estate expenses, one
of the most significant costs for businesses. But with this in-
crease in dispersed teams spanning all time zones also comes
an increased need for more effective methods of collaboration
to keep teams united and connected to their work.
Each of these trends, and many other similar movements, are
forcing companies to take a hard look at how work gets done.
The complexity, the distance, the generational differences, and
the proliferation of collaborative tools in today’s workplace will
continue to drive demand for EWM well into the future.

BEFORE EWM
AFTER EWM
“Our on-time metrics made it difficult for us to understand why projects weren’t on time.
Some were off by months rather than a week or a couple of days.”
• In the first 24 months of using EWM, on-time
ratings improved by 125%.
• Project data was used to balance resource
workloads and target project goals.
• Communication with the finance department
was improved by capturing order and financial
management processes.
• “I love it when my colleagues look at our group
and say, ‘You do what? How do you do that?’”
“It made sense. It was logical to follow. It
was easy to use, easy to view. Reporting
was whatever you needed it to be.”
DRAEGER MEDICAL
INDUSTRY: MEDICAL TECHNOLOGY
EMPLOYEES: 5,700
IN THE FIRST 24 MONTHS OF USING EWM,
125%ON-TIME
RATINGS
IMPROVED

network workfront.com/services telephone2 + 1.866.441.0001 telephone2 +44 (0)1256 807352 34
Enterprise Work
Management from Workfront
Workfront is a cloud-based Enterprise Work Management solution that helps IT, marketing,
and other enterprise teams conquer the chaos of disconnected tools, excessive email, and
redundant status meetings
As a single system of engagement for all types of work, all work
methodologies, and both technical users and business stakehold-
ers alike, WorkfrontEWM provides a comprehensive solution to the
increasingly complex and disconnected world of work, delivering
these benefits:
• SIMPLIFICATION Unifying your tools and processes
means no more switching back and forth between dispa-
rate tools or badgering team members for status updates.
• CONNECTION Team members are connected to their
work and to each other because everyone is on the same
page, able to collaborate within the context of their work,
and using the same processes.
• VISIBILITY Everyone has the visibility they need in order
to do their job more efficiently. Team members can see
dependencies and timelines, managers can see statuses,
progress, and proper resource allocation, and executives
have what they need in order to justify costs.
• SAVED TIME Time-sucking status meetings and navigat-
ing long email chains for data become a thing of the past.
When tools and processes are unified, you get contextual
collaboration that saves everyone time.
• SAVED MONEY Buying books, paying for several different
tools or consultants, and bad processes that waste team
member’s time cost you in the long run. Workfronteliminates
all of those extra costs.
• HAPPINESS When you’re unified, everyone is happy.
People are engaged in their work, feel like their contribution
matters, and no longer feel frustration from being over allocat-
ed or left in the dark.

3535 network workfront.com/services telephone2 + 1.866.441.0001 telephone2 +44 (0)1256 807352
Conquer Work Chaos
with Workfront
With an Enterprise Work Management solution like Workfront,
your team will enjoy:
• An easy-to-use, adoptable platform
• Collaboration in the context of work
• Real-time visibility into all types of work
• Multi-methodology capabilities
• Customized reports and dashboards
workfront.com

network workfront.com/services telephone2 + 1.866.441.0001 telephone2 +44 (0)1256 807352 36
WORKS CITED
1. Deeb, Carol. “Bad Effects of Multitasking.” Small Business. Accessed November 04, 2014. http://
smallbusiness.chron.com/bad-effects-multitasking-32419.html.
2. “PMI’s Pulse of the Profession: The High Cost of Low Performance.” Project Management Institute. Last
modified March 04, 2013. http://www.pmi.org/Learning/~/media/pdf/business-solutions/pmi-pulse%20
report-2013mar4.ashx.
3. “Stress in the Workplace: A Costly Epidemic.” FDU Magazine. Last modified 1999. http://www.fdu.edu/
newspubs/magazine/99su/stress.html.
4. Drucker, Peter. Management Challenges for the 21st Century. Burlington: Elsevier, 1999. 166.
5. Gartner, Inc., “Gartner Hype Cycle for Digital Workplace, 2014,” Matthew W. Cain, Tom Austin, and Mike
Gotta, 29 July 2014.
6. Chui, Michael, James Manyika, Jacques Bughin, Richard Dobbs, Charles Roxburgh, Hugo Sarrazin,
Geoffrey Sands, and Magdalena Westergren. “The social economy: Unlocking value and productivity
through social technologies.” McKinsey Company: Insights and Publications. Last modified July 2012.
http://www.mckinsey.com/insights/high_tech_telecoms_internet/the_social_economy.
7. “Emerson Division Brings New Products To Market 70% Faster with AtTask.” AtTask. Accessed November
04, 2014. http://www.attask.com/it/resource/casestudy/emerson.
8. “How Tampa General Hospital Increased Their Project Success Rate by 11%.” AtTask. Accessed November
04, 2014. http://www.attask.com/it/resource/casestudy tampa-general-hospital-increased-
project-success-rate-11.
9. “Trek Bicycle Kickstarts Their On-time Product Delivery with AtTask.” AtTask. Accessed November 04,
2014. http://www.attask.com/it/resource/casestudy/trek-bicycle-success-story.
10. “Carphone Warehouse Triples Work Capacity and Drives Revenue with AtTask.” AtTask. Accessed
November 04, 2014. http://www.attask.com/it/resource/casestudy/carphone-warehouse-tripled-
work-capacity-attask.
11. “How IDEX Health Science Increased Capacity by 367% with AtTask.” AtTask. Accessed November 04,
2014. http://www.attask.com/it/resource/casestudy/idex-health-science-increased-capacity-
367-attask.
12. “Social Networking Use.” Pew Research Center. Last modified May 2013. http://www.pewresearch.org/
data-trend/media-and- technology/social-networking-use/.
13. “The Role of Employee Engagement in the Return of Growth.” Business Week. Last modified August 13,
2010. http://www.businessweek.com/managing/content/aug2010/ca20100813_586946.htm.
14. “Remote Workers Log More Hours and Are Slightly More Engaged.” The Gallup Blog. Last modified July
12, 2013. http://thegallupblog.gallup.com/2013/07/remote-workers-log-more-hours-and-are.html.

The Complete Guide to Enterprise Work Management

Recommended

Recommended

More Related Content

What's hot

What's hot (19)

Viewers also liked

Viewers also liked (7)

Similar to The Complete Guide to Enterprise Work Management

Similar to The Complete Guide to Enterprise Work Management (20)

The Complete Guide to Enterprise Work Management