Gartner項(xiàng)目組合管理軟件的魔方圖2003(doc)
Gartner項(xiàng)目組合管理軟件的魔方圖2003

Magic Quadrant for Project Portfolio Management, 2003
11 July 2003
Matt Light

Document Type: Research Note
Note Number: M-20-2777


Applications for project portfolio and resource management can boost team performance, and enable IT management and others to access real-time data via dashboards for prioritization and rapid decision making.


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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 (0.6 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 (0.7 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 project-related documents, control project risks and otherwise manage their project portfolios (see "Ways to Speed Up Projects in the Real-Time 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 Project/Resource 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 more-integrated 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)

Gartner項(xiàng)目組合管理軟件的魔方圖2003(doc)