Meta Group对市面上项目管理工具的评估

28February2003METAspectrum29.0ApplicationDeliveryStrategies,Integration&DevelopmentStrategiesMelinda-CarolBallouProjectPortfolioManagementToolsMETAspectrumSMEvaluationMETAGroupisatrademark,andMETAspectrumisaservicemark,ofMETAGroup,Inc.Copyright©2003METAGroup,Inc.Allrightsreserved.28February2003020406080100100020406080PerformancePresenceFOLLOWERFOLLOWERCHALLENGERCHALLENGERArtemisArtemisLEADERLEADERNikuNikuPlanViewPlanViewPrimaveraPrimaveraMicrosoftMicrosoftPacificEdgePacificEdgePeopleSoftPeopleSoftBusinessEngineBusinessEngineChangepointChangepointEvolveEvolveLawsonLawsonMarketOverview208HarborDrive•Stamford,CT06912-0061•[phone]•Fax[phone]•metagroup.comCopyright©2003METAGroup,Inc.Allrightsreserved.METAspectrum29.0ProjectPortfolioMgmt.2MarketDefinitionThismarketincludesproductsthatcoordinate,manage,andenableprioritizationofprojectandprogramportfoliosandrelatedresources,linkingtheminasinglerepositorywithappropriateviewstocategorize,assessthevalue/riskof,andscorecurrentandfutureprojectsinthecontextofbusinessimperatives(financials,resources,competitiveposition,etc.).Inadditiontofeaturesencompassingportfolioanalysis(abilitytoview,categorize,andrankinitiatives)andprojectmanagement(scheduling,planning,andmanagementfunctionality),productsshouldincludeabasiclevelofmanagementand/oranalysisforpeople(resourcemanagement),programs(enterpriseprogrammanagement—projectinterrelationshipstodeliveronprograms),andprocess(methodologyortemplatesforprojectportfolioassessment).ThisMETAspectrumfocusesoncoordinationacrossthesefivemainfunctionalareas—project,program,resource,portfolio,andprocessmanagement—toenablecogentdecisionmakingwithregardtoprojectportfolios.Incontrast,theEnterprisePortfolioAnalysisToolsMETAspectrumdrillsdownexplicitlyintostandaloneenterpriseportfoliomanagementcapabilitiesacrossprojectsandassets.Global2000decisionmakersshouldconsulteitherorbothoftheseevaluations,dependingontheircontext.AthirdcomplementaryMETAspectrum,coveringassetportfoliomanagementtools,isplannedforfuturerelease.MarketForecastAlready,productintroductionsinthisimmaturearenaspanvendorsacrossavarietyofmarketsegments.Theseincludeproductsfromenterpriseprojectmanagement(EPM),enterpriseresourceplanning(ERP),andprofessionalservicesautomation(PSA)vendors,aswellaspreviouslystandaloneportfolioanalysisvendorsolutionsthathaveextendedfunctionalitybeyondportfolioanalysis.Thisbenefitsusersintheshortterm,enablingchoicefromamongarangeofalternativeswithvaryingstrengthsandweaknesses(e.g.,inresourcemanagementversusprojectmanagement).Longerterm,marketmaturationwillresultinconsolidationofthesmallerplayersandinbettercoordinatedandmorefunctionalportfolioanalysissuitealternatives.Thiswillenablestrongerintegrationacrossthefivekeyfunctionalareas,ultimatelyencompassingassetviewsaswell.WeexpectadditionalERPplayers(Oracle,SAP,etal.)toenterthismarket,aswellassmaller/nicheplayerswithstrongdemandmanagementcapabilities(e.g.,Kintana),tosupportkeyuserrequirements.Inaddition,life-cyclesuitevendorssuchasIBM/Rational,Borland,andMicrosoftwillincorporate(currentlylacking)projectportfoliomanagementcapabilitiestosupportgrowinguserdemandforcoordinationandprioritizationofscarceresourcesforITprojectsacrosstheapplicationdevelopmentlifecycle.Theshort-termvendorimpactwillresultinthecreationofadenselypopulatedandhighlycompetitivemarket.Longerterm,weexpecttheERPandEPMplayerstoleadthismarket,withanamalgamationofsmallervendors.KeyFindingsTheprojectportfoliomanagement(PPfM)marketisadynamicbutfairlyyoungmarket,evolvingprimarilyoutofthemature,projectmanagementarena.During4Q02andinto2003,earlyentrantshaveappearedfromothermarketspaces(ERP,PSA).Giventhedifficulteconomyandpaucityofresourcesduringthepast12-18months,Global2000businesseshavefocusedonmanagingandcoordinatingprojectportfolioswithparticularintensity.Indeed,maximizingbusinessbenefitsinthecontextofvalueversusrisk,schedule(timetocomplete),andresourceavailabilityhasbecomecriticalandvisible.Theabilitytoassessprioritiesandculltheprojectportfolioenablesorganizationstoredirectfundingappropriatelyacrosstheportfolio.Thisincludesinitiativesthatfallintothenon-discretionary(“runthebusiness”)categoryaswellasdiscretionary(“growthebusiness”and“transformthebusiness”)investments.Manyorganizationsarealsoburdenedwithsignificantprojectredundancies.Reconcilingthesealonecanprovideadditionalcapitalfornon-discretionaryexpenditures.Currently,marketsuccessdependsmoreonperformance(technology,services,etc.)thanonpresence,becausenumerousvendorsarejustshippingtheirofferingsanddonotyethaveawell-establishedpresence.Therefore,wehavegivena70%weighttoperformanceand30%topresence.Overtime,asPPfMproductsmatureandkeyvendorssecureaholdinthemarket,thesplitbetweenpresenceandperformancewillbecomemoreeven(2005/06).WearealreadybeginningtoseesignificantPPfMinterestonthepartofplayerswithstrongpresenceintheoverall,generalmarketthatpresagesthisshift.Forinstance,MicrosoftandPeopleSoftarestronginthepresencecategoryandweakeronperformancespecifictoPPfM.Asentrantstothismarketin2H02,theyarep