Gartner项目组合理软件魔方图2003
Magic Quadrant for Project Portfolio Management 2003
11 July 2003
Matt Light
Document Type Research Note
Note Number M202777
Applications for project portfolio and resource management can boost team performance and enable IT management and others to access realtime data via dashboards for prioritization 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 address portfolios of projects priorities resources and more
Analysis
Strategic Planning Assumptions
By 2006 more than 50 percent of all project portfolio management functions will be packaged as flexibly configurable modular Web services (06 probability)
By 2006 at least 50 percent of IS organizations will have adopted a mix of project portfolio management application services for managing team collaboration allocating resources and tracking utilization and costs (07 probability)
Enterprises will continue to reduce the number of tools needed to manage IT and other project portfolios in 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 projectrelated documents control project risks and otherwise manage their project portfolios (see Ways to Speed Up Projects in the RealTime 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
A smart enterprise suite can extend platforms to create specialized applications that integrate analytical business and content management application functionalities which is precisely what's happening with PPM packages (see >The Future of the Smart Enterprise Suite) This trend has been slowly gaining 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
As noted last year (see 2002 ProjectResource 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 moreintegrated PPM solutions have struggled and the competition is heating up (see Figure 1 and Note 1)
Figure 1
The PPM Magic Quadrant
Source 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 technology and the market
Resourcing (including external)
Consultingservice 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 focused 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 nonproject 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 Excel)
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 features and offering project planning (such as Gantt charts) for those situations when moredetailed scheduling (in Microsoft Project or alternative schedulers) is not required (see Figure 2)
Figure 2
PPM Evolution of an Application Suite
Source 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 projectresource management (although resource profiling leveling and so forth remain significant) IBM has been a growing presence in this market as well as at its fringes it acquired Rational Software last year as well as PricewaterhouseCoopers (PwC) Consulting including its Summit Ascendant product line which features tools IT process support and project management methodology
More directly in the PPM space IBM has invested in Systemcorp and has assisted in the development of Systemcorp's Enterprise PM Office which shows an accurate view of market requirements with an effective breadth of functionality that includes full scheduling resourcing and time and expense reporting Service request management and defecttracking features further support the needs of IS organizations Scope management features enable users to integrate project requirements to plan and automate project document management including version control and the ability to link documents to any level of a work breakdown structure
Built in a Java 2 Platform Enterprise Edition (J2EE) framework PM Office's portal approach enables simpler user configurations than previous releases and also features a native Enterprise Dashboard with hundreds of Clevel stored procedures including many for portfolio reporting Previously focused on IBM's DB2 database platform PM Office now directly supports the Oracle database as well
An emerging group of portfolio analysis vendors has begun offering solutions for analyzing IT investments and assets some (such as Pacific Edge Software) as part of PPM product lines (see The Gartner Portfolio Management Tool for IT Investment) Other offerings although short of being PPM products (see Note 2) are moving to offer planning resourcing and other features that approach the PPM market Among these emerging tools is Artemis International Solutions' PortfolioDirector (see Artemis PortfolioDirector for Managing IT Investments) which has been a bright spot for Artemis in recent years as the company has struggled to put its financial challenges behind it
Note 2
PPM Processes for Application Support
A PPM application addresses most of the nine processes defined by the Project Management Institute's Project Management Book of Knowledge project scope management time management (that is planning or scheduling) cost management resource management quality management project communications management project risk management and project procurement management The ninth area enables the integration of these processes such as for pipeline or other analytics (See Project Portfolio Management (PPM) Applications Perspective)
With a profitable quarter to end 2002 (based largely on PortfolioDirector momentum and cost cutting) Artemis continues to correct its cost structure after acquiring the bulk of its joint ventures worldwide With continued strength in product revenue in Europe any Artemis comeback is likely to begin there
Another important portfolio analysis tool is ProSight an innovative solution that entered the American market a few years ago Using a partnering strategy that involved such vendors as Changepoint Evolve PeopleSoft and PlanView the ProSight tool enabled vendors to extend their offerings These partners have typically developed competing solutions ProSight has deepened its tool adding playbooks of dashboards scorecards pick lists and forms to target such procedures as IT servicelevel management system retirement project prioritization and IT inventory analysis
Other notable portfolio analysis tools come from Portfolio DecisionWare (an AXSOneTivity partner) and United Management Technologies which has developed StratFrames Both also offer consulting services as a major part of their businesses In addition ProSight has strategically partnered with Fujitsu Consulting for consulting services in the portfolio management space Lawson Software and Changepoint have similar strategic partnerships with Deloitte & Touche and PeopleSoft has partnered with Cap Gemini Ernst & Young (CGE&Y)
Since 2Q01 Evolve has increasingly marketed outside its initial professional services administration (PSA) niche In addition to product development the vendor has targeted IS organizations especially with its Evolve 6 Portfolio Management version which was released in late 2002 In March Evolve introduced its work request management solution which is similar to that offered by PlanView and Changepoint These capabilities were among the features that caused Primavera to acquire the chronically unprofitable Evolve for 13 million in March 2003 (see Primavera to Acquire Evolve Expand Project Management Line)
In the IT and application management space Kintana — slated for acquisition this quarter by Mercury Interactive — has rounded out its product line during the last 12 to 18 months with demand portfolio project program and time management tools grouped under the banner of IT Governance At the same time Rational's Project Console dashboard has gained traction in Rational's user base although it falls short of being a PPM product
Along the same lines PlanView has introduced a set of organizational governance processes called Prisms which it has built into its PlanView Portfolio Management 73 solution which was launched at Gartner's Spring Symposium in March The 11 Prisms are divided into three categories investments projects and service They include a configurable prepopulated database of attributes and stage gates for different initiatives (such as models for a business investment planning effort a major development project or a production system support service)
Similarly Changepoint has pursued a vision blending IT portfolio management with resource and project planning and tracking resulting in a partnership with Deloitte & Touche marketing a CIO Portal Now in v8 the Changepoint product has been rebuilt on NET with added Oracle database support and it has been converted to Unicode for ease of translation (a Spanish language version has also been added) This along with ongoing enhancement of its request managementhelp deskstyle features has increased the proportion of Changepoint's internal corporate IT customers and prospects to more than 50 percent while its professional service target market has slowed purchases
Microsoft remains a strong presence in the marketplace with its Microsoft Project product line which features MSP Standard Professional Server and Web Access (see Got a Plan Microsoft Project 2002 Preview) and provides an effective PPM solution in the Windows and SQL Server environments Revenue growth for this product line has enabled additional R&D which has yielded a Microsoft Project 2003 release that is due in the fall enhancing synergies with other Microsoft technologies including Windows Sharepoint Services Office and Outlook Continued work with Microsoft Solution Partners to address implementation issues provides valuable experience in addressing enterprise needs
ERP II vendors continue to target the space both defensively (to prevent PPM midoffice vendors from expanding their enterprise footprints) and offensively with PPM products or features packaged with parts of their application platforms to address PPM market requirements Although initially offered to extend their implementations' project accounting and reporting functionality some have done significant acquisitions and development
Lawson's offering — enhancing its 2001 acquisition of the XMLbased Account4 PSA technology — now features portfolio analysis with consulting support from Answerthink Its Service Automation PPM product directly supports SOP 981 reporting of application development costs with guidelines for expensing vs capitalization Version 51's Smart Notification monitors data from Lawson or external systems including the Web to provide alerts (such as for schedule overruns) via a variety of devices
Oracle's new PPM solution which was introduced in June 2003 extends its established Oracle Projects module (formerly focused on project costing and billing with some recent resourcing features) with three new products Project Management for building work plans controlling project issues and changes and tracking progress Project Collaboration with a project workspace for managing and enabling realtime issue resolution and Project Intelligence for analyzing project data
PeopleSoft also has an established project accounting module which has been extended in recent years with resource management and T&E in its Enterprise Service Automation (ESA) offering This also features a Contracts module and a Services Procurement module which PeopleSoft hopes to leverage if greater demand for IT services accompanies an economic recovery With consulting partner CGE&Y it also offers CIO OneSource a combined PPM productservice for IT
SAP is approaching the market with new offerings that may challenge the competition next year xRPM a cross app for resource and program management that is positioned as a product targeting internal R&D or IS organizations and SAP Professional Services a customer relationship management (CRM) solution Similarly Denmarkbased Maconomy offers vertically differentiated solutions with product templates that target marketingadvertising agencies audittax consulting and research organizations although they do not target internal IT Epicor Software does not specifically target IT either although its Epicor for Service Enterprises software is adaptable and it has retooled its product line for Web services delivery via its Internet Component Architecture
Another deal of note was Scitor's spinoff last August of its tool business as Sciforma Its established PS Suite extends advanced planning tracking and multiproject resource leveling via its Project Communicator (which includes Inform Objects and Admin modules) Sciforma's new PS Next will go further with workforce skill and capacity management and the ability to track hours against budgets along with stateoftheart project planning and scheduling We expect PS Next's new J2EE framework pricing to drive PPM pricing of flexible configurable Web services
With another round of investment (105 million in February) and a return to profitability a stabilized Niku may be poised to take advantage of potential economic rebounds in 2004 On the product front Niku 61 shipped in 2Q03 featuring portlets and streamlined navigation of its five main modules — Niku Projects Portfolio Manager Resource Planner Financial Manager and Niku Workbench — effectively getting the product in shape Among its new and upgraded Niku 6 customers are several implementations of more than 2000 users (including team members reporting timestatus)
Business Engine's v5 release deepens its budget management embeds Microsoft Project adds more online analytical processing (OLAP) cubes for financial management and provides new features for external contractor management The company has had key implementations at Deutsche Bank MerrillLynch and Delphi Automotive and each deployment exceeds 5000 users Tenrox also embeds Microsoft Project for synchronization without importexport has a strong focus on T&E and billing and features an effective workflow tool reminiscent of processmodeling tools offered by ERP vendors
There is a significant PPM niche market for enterprises leveraging the IBMLotus Domino platform for PPM purposes Automation Centre offers TrackerSuite featuring resource management timetracking Dominobased project collaboration document management and workflow Customers include DuPont and American Electric Power Automation Centre also offers a Microsoftbased product Similarly Eden Communications leverages Domino with its ProjecTrak family of products It targets IS with a bug tracker help desk asset management and software designer module among others Genius Project from the European (Swissbased) company Genius Inside features risk and simulation modules
Key Issues
What project management tools processes and techniques are required for delivering highquality ontime and onbudget applications
How will ERP II vendors and markets evolve
How will enterprises improve the operational efficiency of their eworkplace infrastructures during the next five years
How should projectprocess management groups for an application development organization be set up and with what support tools
What tools and technologies will enable enterprises to operate in real time
Acronym Key
CGE&Y Cap Gemini Ernst & Young
CRM customer relationship management
EPM Enterprise Project Management
ERP enterprise resource planning
ESA Enterprise Service Automation
J2EE Java 2 Platform Enterprise Edition
OLAP online analytical processing
PPM project portfolio management
PSA professional services administration
PwC PricewaterhouseCoopers
Return to Top
© 2003 Gartner Inc andor its Affiliates All Rights Reserved Reproduction of this publication in any form without prior written permission is forbidden The information contained herein has been obtained from sources believed to be reliable Gartner disclaims all warranties as to the accuracy completeness or adequacy of such information Gartner shall have no liability for errors omissions or inadequacies in the information contained herein or for interpretations thereof The reader assumes sole responsibility for the selection of these materials to achieve its intended results The opinions expressed herein are subject to change without notice
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Magic Quadrant for Project Portfolio Management 2003
11 July 2003
Matt Light
Document Type Research Note
Note Number M202777
Applications for project portfolio and resource management can boost team performance and enable IT management and others to access realtime data via dashboards for prioritization 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 address portfolios of projects priorities resources and more
Analysis
Strategic Planning Assumptions
By 2006 more than 50 percent of all project portfolio management functions will be packaged as flexibly configurable modular Web services (06 probability)
By 2006 at least 50 percent of IS organizations will have adopted a mix of project portfolio management application services for managing team collaboration allocating resources and tracking utilization and costs (07 probability)
Enterprises will continue to reduce the number of tools needed to manage IT and other project portfolios in 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 projectrelated documents control project risks and otherwise manage their project portfolios (see Ways to Speed Up Projects in the RealTime 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
A smart enterprise suite can extend platforms to create specialized applications that integrate analytical business and content management application functionalities which is precisely what's happening with PPM packages (see >The Future of the Smart Enterprise Suite) This trend has been slowly gaining 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
As noted last year (see 2002 ProjectResource 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 moreintegrated PPM solutions have struggled and the competition is heating up (see Figure 1 and Note 1)
Figure 1
The PPM Magic Quadrant
Source 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 technology and the market
Resourcing (including external)
Consultingservice 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 focused 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 nonproject 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 Excel)
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 features and offering project planning (such as Gantt charts) for those situations when moredetailed scheduling (in Microsoft Project or alternative schedulers) is not required (see Figure 2)
Figure 2
PPM Evolution of an Application Suite
Source 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 projectresource management (although resource profiling leveling and so forth remain significant) IBM has been a growing presence in this market as well as at its fringes it acquired Rational Software last year as well as PricewaterhouseCoopers (PwC) Consulting including its Summit Ascendant product line which features tools IT process support and project management methodology
More directly in the PPM space IBM has invested in Systemcorp and has assisted in the development of Systemcorp's Enterprise PM Office which shows an accurate view of market requirements with an effective breadth of functionality that includes full scheduling resourcing and time and expense reporting Service request management and defecttracking features further support the needs of IS organizations Scope management features enable users to integrate project requirements to plan and automate project document management including version control and the ability to link documents to any level of a work breakdown structure
Built in a Java 2 Platform Enterprise Edition (J2EE) framework PM Office's portal approach enables simpler user configurations than previous releases and also features a native Enterprise Dashboard with hundreds of Clevel stored procedures including many for portfolio reporting Previously focused on IBM's DB2 database platform PM Office now directly supports the Oracle database as well
An emerging group of portfolio analysis vendors has begun offering solutions for analyzing IT investments and assets some (such as Pacific Edge Software) as part of PPM product lines (see The Gartner Portfolio Management Tool for IT Investment) Other offerings although short of being PPM products (see Note 2) are moving to offer planning resourcing and other features that approach the PPM market Among these emerging tools is Artemis International Solutions' PortfolioDirector (see Artemis PortfolioDirector for Managing IT Investments) which has been a bright spot for Artemis in recent years as the company has struggled to put its financial challenges behind it
Note 2
PPM Processes for Application Support
A PPM application addresses most of the nine processes defined by the Project Management Institute's Project Management Book of Knowledge project scope management time management (that is planning or scheduling) cost management resource management quality management project communications management project risk management and project procurement management The ninth area enables the integration of these processes such as for pipeline or other analytics (See Project Portfolio Management (PPM) Applications Perspective)
With a profitable quarter to end 2002 (based largely on PortfolioDirector momentum and cost cutting) Artemis continues to correct its cost structure after acquiring the bulk of its joint ventures worldwide With continued strength in product revenue in Europe any Artemis comeback is likely to begin there
Another important portfolio analysis tool is ProSight an innovative solution that entered the American market a few years ago Using a partnering strategy that involved such vendors as Changepoint Evolve PeopleSoft and PlanView the ProSight tool enabled vendors to extend their offerings These partners have typically developed competing solutions ProSight has deepened its tool adding playbooks of dashboards scorecards pick lists and forms to target such procedures as IT servicelevel management system retirement project prioritization and IT inventory analysis
Other notable portfolio analysis tools come from Portfolio DecisionWare (an AXSOneTivity partner) and United Management Technologies which has developed StratFrames Both also offer consulting services as a major part of their businesses In addition ProSight has strategically partnered with Fujitsu Consulting for consulting services in the portfolio management space Lawson Software and Changepoint have similar strategic partnerships with Deloitte & Touche and PeopleSoft has partnered with Cap Gemini Ernst & Young (CGE&Y)
Since 2Q01 Evolve has increasingly marketed outside its initial professional services administration (PSA) niche In addition to product development the vendor has targeted IS organizations especially with its Evolve 6 Portfolio Management version which was released in late 2002 In March Evolve introduced its work request management solution which is similar to that offered by PlanView and Changepoint These capabilities were among the features that caused Primavera to acquire the chronically unprofitable Evolve for 13 million in March 2003 (see Primavera to Acquire Evolve Expand Project Management Line)
In the IT and application management space Kintana — slated for acquisition this quarter by Mercury Interactive — has rounded out its product line during the last 12 to 18 months with demand portfolio project program and time management tools grouped under the banner of IT Governance At the same time Rational's Project Console dashboard has gained traction in Rational's user base although it falls short of being a PPM product
Along the same lines PlanView has introduced a set of organizational governance processes called Prisms which it has built into its PlanView Portfolio Management 73 solution which was launched at Gartner's Spring Symposium in March The 11 Prisms are divided into three categories investments projects and service They include a configurable prepopulated database of attributes and stage gates for different initiatives (such as models for a business investment planning effort a major development project or a production system support service)
Similarly Changepoint has pursued a vision blending IT portfolio management with resource and project planning and tracking resulting in a partnership with Deloitte & Touche marketing a CIO Portal Now in v8 the Changepoint product has been rebuilt on NET with added Oracle database support and it has been converted to Unicode for ease of translation (a Spanish language version has also been added) This along with ongoing enhancement of its request managementhelp deskstyle features has increased the proportion of Changepoint's internal corporate IT customers and prospects to more than 50 percent while its professional service target market has slowed purchases
Microsoft remains a strong presence in the marketplace with its Microsoft Project product line which features MSP Standard Professional Server and Web Access (see Got a Plan Microsoft Project 2002 Preview) and provides an effective PPM solution in the Windows and SQL Server environments Revenue growth for this product line has enabled additional R&D which has yielded a Microsoft Project 2003 release that is due in the fall enhancing synergies with other Microsoft technologies including Windows Sharepoint Services Office and Outlook Continued work with Microsoft Solution Partners to address implementation issues provides valuable experience in addressing enterprise needs
ERP II vendors continue to target the space both defensively (to prevent PPM midoffice vendors from expanding their enterprise footprints) and offensively with PPM products or features packaged with parts of their application platforms to address PPM market requirements Although initially offered to extend their implementations' project accounting and reporting functionality some have done significant acquisitions and development
Lawson's offering — enhancing its 2001 acquisition of the XMLbased Account4 PSA technology — now features portfolio analysis with consulting support from Answerthink Its Service Automation PPM product directly supports SOP 981 reporting of application development costs with guidelines for expensing vs capitalization Version 51's Smart Notification monitors data from Lawson or external systems including the Web to provide alerts (such as for schedule overruns) via a variety of devices
Oracle's new PPM solution which was introduced in June 2003 extends its established Oracle Projects module (formerly focused on project costing and billing with some recent resourcing features) with three new products Project Management for building work plans controlling project issues and changes and tracking progress Project Collaboration with a project workspace for managing and enabling realtime issue resolution and Project Intelligence for analyzing project data
PeopleSoft also has an established project accounting module which has been extended in recent years with resource management and T&E in its Enterprise Service Automation (ESA) offering This also features a Contracts module and a Services Procurement module which PeopleSoft hopes to leverage if greater demand for IT services accompanies an economic recovery With consulting partner CGE&Y it also offers CIO OneSource a combined PPM productservice for IT
SAP is approaching the market with new offerings that may challenge the competition next year xRPM a cross app for resource and program management that is positioned as a product targeting internal R&D or IS organizations and SAP Professional Services a customer relationship management (CRM) solution Similarly Denmarkbased Maconomy offers vertically differentiated solutions with product templates that target marketingadvertising agencies audittax consulting and research organizations although they do not target internal IT Epicor Software does not specifically target IT either although its Epicor for Service Enterprises software is adaptable and it has retooled its product line for Web services delivery via its Internet Component Architecture
Another deal of note was Scitor's spinoff last August of its tool business as Sciforma Its established PS Suite extends advanced planning tracking and multiproject resource leveling via its Project Communicator (which includes Inform Objects and Admin modules) Sciforma's new PS Next will go further with workforce skill and capacity management and the ability to track hours against budgets along with stateoftheart project planning and scheduling We expect PS Next's new J2EE framework pricing to drive PPM pricing of flexible configurable Web services
With another round of investment (105 million in February) and a return to profitability a stabilized Niku may be poised to take advantage of potential economic rebounds in 2004 On the product front Niku 61 shipped in 2Q03 featuring portlets and streamlined navigation of its five main modules — Niku Projects Portfolio Manager Resource Planner Financial Manager and Niku Workbench — effectively getting the product in shape Among its new and upgraded Niku 6 customers are several implementations of more than 2000 users (including team members reporting timestatus)
Business Engine's v5 release deepens its budget management embeds Microsoft Project adds more online analytical processing (OLAP) cubes for financial management and provides new features for external contractor management The company has had key implementations at Deutsche Bank MerrillLynch and Delphi Automotive and each deployment exceeds 5000 users Tenrox also embeds Microsoft Project for synchronization without importexport has a strong focus on T&E and billing and features an effective workflow tool reminiscent of processmodeling tools offered by ERP vendors
There is a significant PPM niche market for enterprises leveraging the IBMLotus Domino platform for PPM purposes Automation Centre offers TrackerSuite featuring resource management timetracking Dominobased project collaboration document management and workflow Customers include DuPont and American Electric Power Automation Centre also offers a Microsoftbased product Similarly Eden Communications leverages Domino with its ProjecTrak family of products It targets IS with a bug tracker help desk asset management and software designer module among others Genius Project from the European (Swissbased) company Genius Inside features risk and simulation modules
Key Issues
What project management tools processes and techniques are required for delivering highquality ontime and onbudget applications
How will ERP II vendors and markets evolve
How will enterprises improve the operational efficiency of their eworkplace infrastructures during the next five years
How should projectprocess management groups for an application development organization be set up and with what support tools
What tools and technologies will enable enterprises to operate in real time
Acronym Key
CGE&Y Cap Gemini Ernst & Young
CRM customer relationship management
EPM Enterprise Project Management
ERP enterprise resource planning
ESA Enterprise Service Automation
J2EE Java 2 Platform Enterprise Edition
OLAP online analytical processing
PPM project portfolio management
PSA professional services administration
PwC PricewaterhouseCoopers
Return to Top
© 2003 Gartner Inc andor its Affiliates All Rights Reserved Reproduction of this publication in any form without prior written permission is forbidden The information contained herein has been obtained from sources believed to be reliable Gartner disclaims all warranties as to the accuracy completeness or adequacy of such information Gartner shall have no liability for errors omissions or inadequacies in the information contained herein or for interpretations thereof The reader assumes sole responsibility for the selection of these materials to achieve its intended results The opinions expressed herein are subject to change without notice
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