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Gartner Magic Quadrant for IT Project and Portfolio Management 2010

The IT PPM market is showing signs of resiliency and innovation, as many PPM vendors transform themselves to support software as a service and other changing user requirements. The 2010 Magic Quadrant also acknowledges additional emerging and reinvigorated PPM players in the space.

What you need to know

Project and portfolio management (PPM) applications can provide visibility into the current state of organizational initiatives, resources and spending through the centralized collection of data from multiple sources and perspectives. Integration across multiple business and IT process domains through PPM functions provides multidimensional views of this data for better visibility and understanding of resource supply versus project (and other work) demand in IT and other project environments. PPM applications can also highlight conditions requiring executive action and decision making. Prospective customers of PPM applications should examine all the functional capabilities (including integration support to third-party products), and identify initial functionality that meets immediate needs.

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The Project Manager Perspective on Project Portfolio Management Effectiveness

By ESI International

Organizations rely on project portfolio management (PPM) to evaluate, prioritize, approve, implement and manage projects to meet their strategic and financial goals. This study provides an analysis of PPM maturity and challenges within organizations around the globe from the project and program manager level. Its unique, bottom-up perspective offers insight into the factors that lead to successful implementation of strategic direction, as well as potential areas for action. The following are among the highlights drawn from the recent survey of project and program managers conducted in the United States, Europe, the Middle East and Asia:

• The focus on PPM is increasing and PPM improvement is even more critical in the face of the economic downturn
• More than half of commercial organizations and more than three-quarters of public sector organizations struggle with their PPM process due to lack of experience, tools or process - An overwhelming majority of project managers report redundancies and conflicts in their project portfolios
• Project reviews are not uniformly performed; and when they are conducted, many respondents claim nothing happens

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IDC MarketScape: IT Project and Portfolio Management 2009 Vendor Analysis

By IDC

This study uses the IDC MarketScape vendor assessment model to evaluate principal vendors participating in the IT project portfolio management (ITPPM) market. IDC's MarketScape research enables a quantitative and qualitative assessment of characteristics that meet critical user needs in the context of current adoption patterns to provide perspective, analysis, and metrics for vendor positioning and success.

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The Standish Group CHAOS Summary 2009: 10 Laws of CHAOS

By The Standish Group

This year’s results show a decrease in project success rates, with 32% of all projects succeeding (delivered on time, on budget, with required features and functions); 44% were challenged (late, over budget, and/or with less than the required features and functions); and 24% failed (cancelled prior to completion or delivered and never used). These numbers represent a downtick in the success rates from the previous study, as well as a significant increase in the number of failures. The low point in the last five study periods was 2000, in which 28% of the projects were successful; that same year 23% failed. This year’s results represent the highest failure rate in over a decade.

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The ROI Of Project Portfolio Management Tools

By Craig Symons, Forrester

Project portfolio management (PPM) discipline has remained a significant effort in organizations of all sizes. Both inside and outside of IT, leaders are turning to PPM to better capture, manage, prioritize, and align investments and resources with the hopes of increasing the amount of business value they can provide. Organizations are choosing to implement PPM software solutions to provide a tool base for this objective. Almost anyone who has looked into the return on a PPM software investment has seen massive triple-digit returns advertised by these vendors. But is it true? The answer is, “Yes — it can be.” A Total Economic Impact™ (TEI) analysis shows that a comprehensive PPM tool investment is likely to provide an ROI of more than 250%, whether delivered on-premise or via software-as-a-service (SaaS).

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