GARTNER项目组合管理软件的魔方图（英文DOC 15页）

Gartner项目组合管理软件的魔方图MagicQuadrantforProjectPortfolioManagement,2003MattLightDocumentType:ResearchNoteNoteNumber:M-20-2777Applicationsforprojectportfolioandresourcemanagementcanboostteamperformance,andenableITmanagementandotherstoaccessreal-timedataviadashboardsforprioritizationandrapiddecisionmaking.--------------------------------------------------------------------------------WhatYouNeedtoKnowHeightenedinterestinintegratedprojectportfoliomanagementsolutionshassustainedthismarketthroughhardtimes.Bybroadeningitsviewofprojectmanagementtoanorganizationalgovernancecontext,ITmanagementcanincreasinglyaddressportfoliosofprojects,priorities,resourcesandmore.AnalysisStrategicPlanningAssumptionsBy2006,morethan50percentofallprojectportfoliomanagementfunctionswillbepackagedasflexiblyconfigurable,modularWebservices(0.6probability).By2006,atleast50percentofISorganizationswillhaveadoptedamixofprojectportfoliomanagementapplicationservicesformanagingteamcollaboration,allocatingresources,andtrackingutilizationandcosts(0.7probability).EnterpriseswillcontinuetoreducethenumberoftoolsneededtomanageITandotherprojectportfolios,inparttoprovidequickervisibilityviadirectrollupandanalysisofportfoliodata.Enterprisesdeliveringprojectslargeandsmallhavelongblendedtoolsandmanualsolutionstoallocateresources,scheduleactivitiesandmilestones,trackprogress,shareproject-relateddocuments,controlprojectrisksandotherwisemanagetheirprojectportfolios(seeWaystoSpeedUpProjectsintheReal-TimeEnterprise).Webelievethat,duringthenextfiveyears,projectportfoliomanagement(PPM)functionswillbeincreasinglyconsolidatedinflexibleandconfigurablesmartsuitesofPPMWebservices.Asmartenterprisesuitecanextendplatformstocreatespecializedapplicationsthatintegrateanalytical,businessandcontentmanagementapplicationfunctionalities,whichispreciselywhat'shappeningwithPPMpackages(seeTheFutureoftheSmartEnterpriseSuite).Thistrendhasbeenslowlygainingmomentum,inhibitedbymarketconditionsandtheresultingconstraintsonR&D.Furthermore,pricingpressureshavemountedbecauseofthetoughPPMmarket(aswellascompetitionfromtheMicrosoftProjectproductline),whilegrowthratesformostvendorshavedecreasedorstoppedaltogether.Asnotedlastyear(see2002Project/ResourceManagementMagicQuadrant),applicationvendorsfromotherareashavealsobeenenteringthemarketandcontributingtogrowthinthisspace.Since3Q02,thevendorsofthemore-integratedPPMsolutionshavestruggled,andthecompetitionisheatingup(seeFigure1andNote1).Figure1ThePPMMagicQuadrantSource:GartnerResearch(July2003)Note1EvaluationCriteriaAbilitytoExecuteVendorviabilityManagementteamTrackrecordindeliveryandsupportFunctionaldepthSupportcapabilitySalesandmarketingCompletenessofVisionVisionoftechnologyandthemarketResourcing(includingexternal)Consulting/servicecommitmentPackagebreadthPlatform,databaseandERPsupportTeamcollaborationfeaturesISorganizationrequirementsVendors'visionfocidiffer.Some,suchastheenterpriseresourceplanning(ERP)providers,initiallyfocusedonprojectcostaccounting,thenaddedplanning,resourcingandotherPPMfeatures.Others(PrimaveraSystems,forexample)focusedfirstonthelattersetoffunctions,enablingprojectcostmanagementandexportingcostaccountingdatatoanERPbackend,andlateraddedwaystocollectnonprojectcosts,suchasworkrequests.AlthoughapproachingPPMrequirementswithdifferentstrengths,theseapplicationscanprovidereliableITprojectandservicestatusdata,whichwasformerlyavailableonlyinfragments(forexample,insuchstaticdocumentsastimereportsorresourceplansinExcel).Inassemblingacompletesolution,PPMpackagesoftenprovideintegrationtoaddressgapsorweaknessesinfunctionality.AnotherexampleofintegrationisthecommondependenceonMicrosoftProject,whilefocusingonportfolioanalysis,tracking,resourcing,costing,collaborationorotherfeaturesandofferingprojectplanning(suchasGanttcharts)forthosesituationswhenmore-detailedscheduling(inMicrosoftProjectoralternativeschedulers)isnotrequired(seeFigure2).Figure2PPM:EvolutionofanApplicationSuiteSource:GartnerResearch(July2003)Duringthepastyear,developmentsinthePPMmarkethaveincludedthegrowingimportanceofportfoliofeatures—hence,ourreferencetoitasprojectportfoliomanagement,ratherthanproject/resourcemanagement(althoughresourceprofiling,levelingandsoforthremainsignificant).IBMhasbeenagrowingpresenceinthismarket,aswellasatitsfringes;itacquiredRationalSoftwarelastyear,aswellasPricewaterhouseCoopers(PwC)Consulting,includingitsSummitAscendantproductline,whichfeaturestools,ITprocesssupportandprojectmanagementmethodology.MoredirectlyinthePPMspace,IBMhasinvestedinSystemcorpandhasassistedinthedevelopmentofSystemcorp'sEnterprisePMOffice,whichshowsanaccurateviewofmarketrequirements,withaneffectivebreadthoffunctionalitythatincludesfullscheduling,resourcing,andtimeandexpensereporting.Servicerequestmanagementanddefect-trackingfeaturesfurthersupporttheneedsofISorganizations.Scopemanagementfeaturesenableuserstointegrateprojectrequirementstoplanandautomateprojectdocumentmanagement,includingversioncontrolandtheabilitytolinkdocumentstoanylevelofaworkbreakdownstructure.BuiltinaJava2Platfo