Magic Quadrant for Cloud-Based IT Project and Portfolio Management Services.pdf
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7/2/2014 Magic Quadrant for Cloud-Based IT Project and Portfolio Management Services http://www.gartner.com/technology/reprints.do?id=1-1UB15TY&ct=140520&st=sg 1/12 Magic Quadrant for CloudBased IT Project and Portfolio Management Services 19 May 2014 ID:G00260413 Analyst(s): Daniel B. Stang, Robert A. Handler VIEW SUMMARY The pace of change continues to increase demand for projects and programs, as well as demand for cloud based application services designed to help PPM leaders manage projects and programs. This Magic Quadrant analyzes cloudbased IT PPM service providers and their products in a very dynamic market. Market Definition/Description The cloudbased IT project and portfolio management (PPM) providers included in this Magic Quadrant offer SaaS as cloudoptimized (whereby the underlying software has been refactored or redesigned for cloudbased use) or cloudnative (designed and developed specifically for cloudbased use). Demand for IT PPM software continues to grow. 1 This is due in part to a combination of social and technological factors. Socially, enterprises are beginning to see the value of tearing down the fivefoot cubical walls, and replacing water coolers with wireless hot spots, beanbag chairs, configurable desktops and whiteboards. Corporate culture is shifting to support collaboration in a less isolated work environment. They see the value and advances in productivity they get from making their workers more comfortable with each other, building trust, and, ultimately, making the company a lot more money in its respective market. Technological shifts indicate that IT continues to improve and proliferate. Networks connect everything to everything else, driving increased complexity, which in turn drives constant change. 2 The pace of change continues to increase demand for projects and programs, not always with increased levels of funding or resources. 3 We believe these events are contributing to continued strong growth in this space, even though it is by no means a new space. 4 In 2012, Gartner declared an "Innovator's Dilemma" 5 at play in the PPM tool market. Wellestablished onpremises technology providers with seemingly secure customer bases and an apparent lock on the market were being threatened by relatively new and lowend providers. Today in 2014, this declaration still holds true. We are seeing iterations of traditional onpremises PPM software products being replaced by the newer offerings covered in this research. While these newer offerings may have fewer features and functions, this isn't necessarily a bad thing for the mainstream market. Most firsttime buyers in the mainstream don't need a lot of capability upfront. Buyers in general, like anyone, look for the path of least resistance. For returning buyers looking for a replacement PPM system because their existing one failed them in some way, simplicity in core functionality is an attractive proposition. For example, if a lessthansuccessful and barely functional on premises PPM application that is more than five years old — one that is really no more than an expensive time tracking system while other PPM needs are going unmet — can be replaced inexpensively within two to three weeks with something significantly more functional and configurable, many are asking the rational question, "Why not?" We are seeing this question raised more often in the field. To counter this dynamic, many traditional onpremises IT PPM application vendors are now offering some fixedprice and fixedscope SaaS options to their existing offerings — at market prices for SaaS. While reports from early adopters were mixed, currently mainstream PPM providers offering fixedprice and fixedscope solutions as SaaS seem to be having some success. Conversely, some of the newer SaaS providers, moving outside of their traditional target market of midsize enterprise IT, are having occasional growing pains as they look to provide customizations — customizations that contradict a SaaS business model requiring high degrees of standardization — for larger and more sophisticated clients. Further complicating the market is the questionable soundness of the underlying infrastructure for SaaS — the Internet. While it has historically performed well, recent events require consideration. On 24 March 2014, Basecamp, a provider of project management tools as SaaS, went offline because of a distributed denial of service (DDoS) attack; the provider was, in fact, being held ransom for money. 6 However, this DDoS impacted many projects that could not access the tools as SaaS. While most PPM SaaS providers have relatively scalable elastic infrastructure (that is, the cloud), they are still somewhat susceptible to attacks such as DDoS. They also are susceptible to other vulnerabilities (for example, the Heartbleed security bug). Given the current market activity, 1 it would appear that organizations are serious about managing change. Any tools required to manage that change would become indispensable. If enough hiccups occur in the SaaS infrastructure, it's quite possible we'll see a shift back toward onpremises. This is a well established dynamic known as resource dependence theory (RDT). 7 Many other dynamics at play will impact this market beyond the 12month horizon covered in this research. 8 As both the pace and complexity of change continue to increase, PPM leaders are forced to improve their maturity, which should drive demand for advanced practices and techniques to be supported by tool vendors. We also expect technology trends like digitalization and the Nexus of Forces to drive organizations toward a product development paradigm — at least for a significant number of application projects — potentially giving technology providers with new product development functionality EVIDENCE 1 Gartner's PPM analyst team conducted more than 1,500 client interactions concerning PPM software and tools between January 2012 and December 2013, reflecting the importance clients attach to making the right decisions in this area. Furthermore, there was a 208% increase in PPM software and tool inquiries in 2013 over 2012. 2 See "Gartner Top Predictions 2014: Plan for a Disruptive, but Constructive Future." 3 See "IT Key Metrics Data 2014: Executive Summary." The outlook for 2014, based on preyear budgeting, indicates an average planned increase in IT spending of around 3.2% (see Figure 13 in "IT Key Metrics Data 2014: Executive Summary"). The majority of industries are still projecting an increase in IT spending in 2014, although the level of increase varies by sector. 4 In 2014, CFOs expect the biggest increase of investment funds to be directed toward R&D and innovation, suggesting that CIOs will need to provide evidence of tighter governance to support this increase. See "2014 CEO and Senior Executive Survey: CIOs Must Ally With CFOs in the Race for Digital Supremacy." 5 Background information on "The Innovator's Dilemma." 6 See "Basecamp Falls to BlackmailFueled Denial of Service Attack," by Ian Paul, PCWorld, 24 March 2014. 7 "The Snowden Effect: Data Location Matters" notes that European adoption of SaaS is lower than North America. 8 See "Predicts 2014: PPM Leaders Must Prepare for Extreme Transformation or Prepare New Resumés." EVALUATION CRITERIA DEFINITIONS Ability to Execute Product/Service: Core goods and services offered by the vendor for the defined market. This includes current product/service capabilities, quality, feature sets, skills and so on, whether offered natively or through OEM agreements/partnerships as defined in the market definition and detailed in the subcriteria. Overall Viability: Viability includes an assessment of the overall organization's financial health, the financial and practical success of the business unit, and the likelihood that the individual business unit will continue investing in the product, will continue offering the product and will advance the state of the art within the organization's portfolio of products. Sales Execution/Pricing: The vendor's capabilities in all presales activities and the structure that supports them. This includes deal management, pricing and negotiation, presales support, and the overall effectiveness of the sales channel. Market Responsiveness/Record: Ability to respond, change direction, be flexible and achieve competitive success as opportunities develop, competitors act, customer needs evolve and market dynamics change. This criterion also considers the vendor's history of responsiveness. Marketing Execution: The clarity, quality, creativity and efficacy of programs designed to deliver the organization's message to influence the market, promote the brand and business, increase awareness of the products, and establish a positive identification with the product/brand and organization in the minds of buyers. This "mind share" can be driven by a combination of publicity, promotional initiatives, thought leadership, word of mouth and sales activities. Customer Experience: Relationships, products and services/programs that enable clients to be successful with the products evaluated. Specifically, this includes
Transcript of Magic Quadrant for Cloud-Based IT Project and Portfolio Management Services.pdf
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7/2/2014 Magic Quadrant for Cloud-Based IT Project and Portfolio Management Services
http://www.gartner.com/technology/reprints.do?id=1-1UB15TY&ct=140520&st=sg 1/12
MagicQuadrantforCloudBasedITProjectandPortfolioManagementServices19May2014ID:G00260413
Analyst(s):DanielB.Stang,RobertA.Handler
VIEWSUMMARY
Thepaceofchangecontinuestoincreasedemandforprojectsandprograms,aswellasdemandforcloudbasedapplicationservicesdesignedtohelpPPMleadersmanageprojectsandprograms.ThisMagicQuadrantanalyzescloudbasedITPPMserviceprovidersandtheirproductsinaverydynamicmarket.
MarketDefinition/DescriptionThecloudbasedITprojectandportfoliomanagement(PPM)providersincludedinthisMagicQuadrantofferSaaSascloudoptimized(wherebytheunderlyingsoftwarehasbeenrefactoredorredesignedforcloudbaseduse)orcloudnative(designedanddevelopedspecificallyforcloudbaseduse).DemandforITPPMsoftwarecontinuestogrow.1Thisisdueinparttoacombinationofsocialandtechnologicalfactors.Socially,enterprisesarebeginningtoseethevalueoftearingdownthefivefootcubicalwalls,andreplacingwatercoolerswithwirelesshotspots,beanbagchairs,configurabledesktopsandwhiteboards.Corporatecultureisshiftingtosupportcollaborationinalessisolatedworkenvironment.Theyseethevalueandadvancesinproductivitytheygetfrommakingtheirworkersmorecomfortablewitheachother,buildingtrust,and,ultimately,makingthecompanyalotmoremoneyinitsrespectivemarket.
TechnologicalshiftsindicatethatITcontinuestoimproveandproliferate.Networksconnecteverythingtoeverythingelse,drivingincreasedcomplexity,whichinturndrivesconstantchange.2Thepaceofchangecontinuestoincreasedemandforprojectsandprograms,notalwayswithincreasedlevelsoffundingorresources.3Webelievetheseeventsarecontributingtocontinuedstronggrowthinthisspace,eventhoughitisbynomeansanewspace.4
In2012,Gartnerdeclaredan"Innovator'sDilemma"5atplayinthePPMtoolmarket.Wellestablishedonpremisestechnologyproviderswithseeminglysecurecustomerbasesandanapparentlockonthemarketwerebeingthreatenedbyrelativelynewandlowendproviders.Todayin2014,thisdeclarationstillholdstrue.WeareseeingiterationsoftraditionalonpremisesPPMsoftwareproductsbeingreplacedbythenewerofferingscoveredinthisresearch.
Whilethesenewerofferingsmayhavefewerfeaturesandfunctions,thisisn'tnecessarilyabadthingforthemainstreammarket.Mostfirsttimebuyersinthemainstreamdon'tneedalotofcapabilityupfront.Buyersingeneral,likeanyone,lookforthepathofleastresistance.ForreturningbuyerslookingforareplacementPPMsystembecausetheirexistingonefailedtheminsomeway,simplicityincorefunctionalityisanattractiveproposition.Forexample,ifalessthansuccessfulandbarelyfunctionalonpremisesPPMapplicationthatismorethanfiveyearsoldonethatisreallynomorethananexpensivetimetrackingsystemwhileotherPPMneedsaregoingunmetcanbereplacedinexpensivelywithintwotothreeweekswithsomethingsignificantlymorefunctionalandconfigurable,manyareaskingtherationalquestion,"Whynot?"Weareseeingthisquestionraisedmoreofteninthefield.
Tocounterthisdynamic,manytraditionalonpremisesITPPMapplicationvendorsarenowofferingsomefixedpriceandfixedscopeSaaSoptionstotheirexistingofferingsatmarketpricesforSaaS.Whilereportsfromearlyadoptersweremixed,currentlymainstreamPPMprovidersofferingfixedpriceandfixedscopesolutionsasSaaSseemtobehavingsomesuccess.Conversely,someofthenewerSaaSproviders,movingoutsideoftheirtraditionaltargetmarketofmidsizeenterpriseIT,arehavingoccasionalgrowingpainsastheylooktoprovidecustomizationscustomizationsthatcontradictaSaaSbusinessmodelrequiringhighdegreesofstandardizationforlargerandmoresophisticatedclients.
FurthercomplicatingthemarketisthequestionablesoundnessoftheunderlyinginfrastructureforSaaStheInternet.Whileithashistoricallyperformedwell,recenteventsrequireconsideration.On24March2014,Basecamp,aproviderofprojectmanagementtoolsasSaaS,wentofflinebecauseofadistributeddenialofservice(DDoS)attacktheproviderwas,infact,beingheldransomformoney.6However,thisDDoSimpactedmanyprojectsthatcouldnotaccessthetoolsasSaaS.WhilemostPPMSaaSprovidershaverelativelyscalableelasticinfrastructure(thatis,thecloud),theyarestillsomewhatsusceptibletoattackssuchasDDoS.Theyalsoaresusceptibletoothervulnerabilities(forexample,theHeartbleedsecuritybug).
Giventhecurrentmarketactivity,1itwouldappearthatorganizationsareseriousaboutmanagingchange.Anytoolsrequiredtomanagethatchangewouldbecomeindispensable.IfenoughhiccupsoccurintheSaaSinfrastructure,it'squitepossiblewe'llseeashiftbacktowardonpremises.Thisisawellestablisheddynamicknownasresourcedependencetheory(RDT).7
Manyotherdynamicsatplaywillimpactthismarketbeyondthe12monthhorizoncoveredinthisresearch.8Asboththepaceandcomplexityofchangecontinuetoincrease,PPMleadersareforcedtoimprovetheirmaturity,whichshoulddrivedemandforadvancedpracticesandtechniquestobesupportedbytoolvendors.WealsoexpecttechnologytrendslikedigitalizationandtheNexusofForcestodriveorganizationstowardaproductdevelopmentparadigmatleastforasignificantnumberofapplicationprojectspotentiallygivingtechnologyproviderswithnewproductdevelopmentfunctionality
EVIDENCE
1Gartner'sPPManalystteamconductedmorethan1,500clientinteractionsconcerningPPMsoftwareandtoolsbetweenJanuary2012andDecember2013,reflectingtheimportanceclientsattachtomakingtherightdecisionsinthisarea.Furthermore,therewasa208%increaseinPPMsoftwareandtoolinquiriesin2013over2012.
2See"GartnerTopPredictions2014:PlanforaDisruptive,butConstructiveFuture."
3See"ITKeyMetricsData2014:ExecutiveSummary."Theoutlookfor2014,basedonpreyearbudgeting,indicatesanaverageplannedincreaseinITspendingofaround3.2%(seeFigure13in"ITKeyMetricsData2014:ExecutiveSummary").ThemajorityofindustriesarestillprojectinganincreaseinITspendingin2014,althoughthelevelofincreasevariesbysector.
4In2014,CFOsexpectthebiggestincreaseofinvestmentfundstobedirectedtowardR&Dandinnovation,suggestingthatCIOswillneedtoprovideevidenceoftightergovernancetosupportthisincrease.See"2014CEOandSeniorExecutiveSurvey:CIOsMustAllyWithCFOsintheRaceforDigitalSupremacy."
5Backgroundinformationon"TheInnovator'sDilemma."
6See"BasecampFallstoBlackmailFueledDenialofServiceAttack,"byIanPaul,PCWorld,24March2014.
7"TheSnowdenEffect:DataLocationMatters"notesthatEuropeanadoptionofSaaSislowerthanNorthAmerica.
8See"Predicts2014:PPMLeadersMustPrepareforExtremeTransformationorPrepareNewResums."
EVALUATIONCRITERIADEFINITIONS
AbilitytoExecuteProduct/Service:Coregoodsandservicesofferedbythevendorforthedefinedmarket.Thisincludescurrentproduct/servicecapabilities,quality,featuresets,skillsandsoon,whetherofferednativelyorthroughOEMagreements/partnershipsasdefinedinthemarketdefinitionanddetailedinthesubcriteria.
OverallViability:Viabilityincludesanassessmentoftheoverallorganization'sfinancialhealth,thefinancialandpracticalsuccessofthebusinessunit,andthelikelihoodthattheindividualbusinessunitwillcontinueinvestingintheproduct,willcontinueofferingtheproductandwilladvancethestateoftheartwithintheorganization'sportfolioofproducts.
SalesExecution/Pricing:Thevendor'scapabilitiesinallpresalesactivitiesandthestructurethatsupportsthem.Thisincludesdealmanagement,pricingandnegotiation,presalessupport,andtheoveralleffectivenessofthesaleschannel.
MarketResponsiveness/Record:Abilitytorespond,changedirection,beflexibleandachievecompetitivesuccessasopportunitiesdevelop,competitorsact,customerneedsevolveandmarketdynamicschange.Thiscriterionalsoconsidersthevendor'shistoryofresponsiveness.
MarketingExecution:Theclarity,quality,creativityandefficacyofprogramsdesignedtodelivertheorganization'smessagetoinfluencethemarket,promotethebrandandbusiness,increaseawarenessoftheproducts,andestablishapositiveidentificationwiththeproduct/brandandorganizationinthemindsofbuyers.This"mindshare"canbedrivenbyacombinationofpublicity,promotionalinitiatives,thoughtleadership,wordofmouthandsalesactivities.
CustomerExperience:Relationships,productsandservices/programsthatenableclientstobesuccessfulwiththeproductsevaluated.Specifically,thisincludes
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7/2/2014 Magic Quadrant for Cloud-Based IT Project and Portfolio Management Services
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acompetitiveedge.Also,forsometime,we'veexpectedtrendstodriveorganizationstowardanenterprisePPMfocus,givingtechnologyproviderswithanemphasisonenterpriseprojectmanagementaneventualcompetitiveadvantage.Thus,wewillhaveanotherinteresting(thatis,turbulent)yearintheITPPMmarket.
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ProvidersinThisMagicQuadrantAreAppropriateforEvaluationandPotentialUseWhen
YouarelookingformainstreamITPPMfunctionalitydeliveredasaservicetosupportimmediateprocessautomationandreportingneeds.Youdonotexpecttohaveimmediateandspecificneedsforextensivecustomizationordeepintegrationwithenterprisesystems.Youarenotplanningtoinsourcethefunctionalityinthenearfuture.Thedata,network,applicationsandlevelsofsecurityofferedbytheprovideraresufficientenoughto"outsource"theITPPMapplicationfunctionality.Youwishtomakeashorttermratherthanlongterm(threeyearsormore)commitmenttoITPPMapplicationfunctionality.YouwantarapiddeploymentofcoreITPPMfunctionalitywithin30days.YouareatthelowerlevelsofPPMmaturity(Level1or2onGartner'sITScorePPMMaturityModel)andwantacoresetofPPMapplicationservicesthatwillnotoverwhelmyourendusersinitially,yetwillprovideapathforwardforservicefunctionalitytogrowovertimeastheorganizationmatures.Youhaveasmallendusergroupwithasfewas20to30endusers.Youhavealimitedbudget(lessthan$100,000)foracquiringITPPMfunctionalityand/orneedawaytotestthewatersorpilottheuseofITPPMfunctionalityforayear(oftentogainadditionalmanagementsupportforlargerPPMefforts).
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MagicQuadrant
Figure1.MagicQuadrantforCloudBasedITProjectandPortfolioManagementServices
Source:Gartner(May2014)
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VendorStrengthsandCautionsAtTaskITPPMProduct:AtTask
www.attask.com
Strengths
AtTask'sapproachtoworkmanagementwillappealtomostorganizationsthathavetoomuchworktodoandnotenoughpeopletodoit.
thewayscustomersreceivetechnicalsupportoraccountsupport.Thiscanalsoincludeancillarytools,customersupportprograms(andthequalitythereof),availabilityofusergroups,servicelevelagreementsandsoon.
Operations:Theabilityoftheorganizationtomeetitsgoalsandcommitments.Factorsincludethequalityoftheorganizationalstructure,includingskills,experiences,programs,systemsandothervehiclesthatenabletheorganizationtooperateeffectivelyandefficientlyonanongoingbasis.CompletenessofVisionMarketUnderstanding:Abilityofthevendortounderstandbuyers'wantsandneedsandtotranslatethoseintoproductsandservices.Vendorsthatshowthehighestdegreeofvisionlistentoandunderstandbuyers'wantsandneeds,andcanshapeorenhancethosewiththeiraddedvision.
MarketingStrategy:Aclear,differentiatedsetofmessagesconsistentlycommunicatedthroughouttheorganizationandexternalizedthroughthewebsite,advertising,customerprogramsandpositioningstatements.
SalesStrategy:Thestrategyforsellingproductsthatusestheappropriatenetworkofdirectandindirectsales,marketing,service,andcommunicationaffiliatesthatextendthescopeanddepthofmarketreach,skills,expertise,technologies,servicesandthecustomerbase.
Offering(Product)Strategy:Thevendor'sapproachtoproductdevelopmentanddeliverythatemphasizesdifferentiation,functionality,methodologyandfeaturesetsastheymaptocurrentandfuturerequirements.
BusinessModel:Thesoundnessandlogicofthevendor'sunderlyingbusinessproposition.
Vertical/IndustryStrategy:Thevendor'sstrategytodirectresources,skillsandofferingstomeetthespecificneedsofindividualmarketsegments,includingverticalmarkets.
Innovation:Direct,related,complementaryandsynergisticlayoutsofresources,expertiseorcapitalforinvestment,consolidation,defensiveorpreemptivepurposes.
GeographicStrategy:Thevendor'sstrategytodirectresources,skillsandofferingstomeetthespecificneedsofgeographiesoutsidethe"home"ornativegeography,eitherdirectlyorthroughpartners,channelsandsubsidiariesasappropriateforthatgeographyandmarket.
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AtTask'svisionofmanagingworkacrosstheenterpriseanditstimelyidentificationofmarketsinneedofsupportforworkmanagement,insideandoutsideofIT,enablesitsabilitytoexecuteinthismarket.AtTaskcontinuestoprovidegoodserviceandasolidITPPMproductasitexpandsintodifferentmarkets.
Cautions
AtTask'sofferingmaynotprovideenoughadvancedfunctionalityrequiredbymaturingITPMOs,suchasformanagingprogramsattheportfoliolevel,andtopdownvettinganddecisionmaking.AmajorityofAtTaskfunctionalitylendsitselfmoretothebreadthofworkmanagementratherthantotheindepthneedsofmanagerslookingformorerobustITportfoliomanagementandITprogrammanagementfeatures.Likesomeothercloudbasedproviders,AtTask'smultitenantdatabasestructurestorescustomerdatainshareddatabases.Therefore,therearelimitsontheanalysiscustomerscandowiththedatatheystoreinAtTask,especiallyifcustomerswanttousethirdpartybusinessintelligenceandreportingtools.
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AutomationCentreITPPMProduct:TrackerSuite.Net
www.acentre.com
Strengths
AutomationCentre'sTrackerSuiteusesanexistingemailplatformonpremises,oraclouddeploymentoptiontoprovidecommunicationandcollaborationbetweenprojectmanagersandteammembers.Timereportingisaknownstrength,withtheabilitytotracktimeagainstdifferentworkefforts,andtochargeaddedtimetoprojects,includingmaintenanceandsupportefforts.RecentTrackerSuiteenhancementsemphasizestrongertimereporting(suchasimprovednavigation,conversiontoPDFfileformatandchargingtimetobillingmilestones),aswellasnewreportsanddatavisualizationtools.
Cautions
AutomationCentremustscaleupitsserviceofferingsfornewcustomersanddeploymentsasnewbusinessvolumeincreases.Thiswillmostlikelybedonebycreatingandgrowingapartnerprogram.TrackerSuitedoesnotprovideintegrationtoAtlassian'sJiraoragiledevelopmenttools.TheseintegrationsarebecomingmoreandmorepopularinITPPM.TrackerSuitedoesnotprovideadvancedsupportforITprogrammanagement,ortopdown,ITportfoliomanagementconfigurations.
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ClarizenITPPMProduct:Clarizen
www.clarizen.com
Strengths
Clarizen'spaceofproductinnovation,specificallyasitrelatestoprovidingcollaboration,communication,andsocialnetworkingonacloudbasedplatform,isexemplary.Clarizenoffersanapplication"marketplace"ofboltoncapabilitiesand/orconfigurationsthatareeasytoaccessandadopt,andthataddresspersonaspecificusecases.Clarizen'sproductdevelopmentfocusisonprovidingflexiblecapabilitiesthatareeasytoadopt,andthatsupporthowpeopleworkandhowtheywanttowork.
Cautions
Clarizen'sofferingmaynotprovideenoughfunctionalityrequiredbymaturingITPMOs,includingadvancedprogrammanagementandportfoliomanagementcapabilities,suchasmanagingacrossprogramsattheportfoliolevel,andanalyticalsupportwhenperformingtopdownvettinganddecisionmaking.AmajorityofClarizenfunctionalitylendsitselfmoretothebreadthofworkmanagementratherthantotheindepthneedsofmanagerslookingformorerobustportfoliolevelfeaturesspecificallyforITprojectandprogrammanagement.ThesefeaturesrequirecustomizationofClarizenreportingservicesand/orassistancefromClarizen.DuetoClarizen'smultitenantdatabasestructure,therearelimitsontheanalysisthatcustomerscanperformwiththedatatheystoreinClarizen,especiallyifcustomerswanttousethirdpartybusinessintelligenceandreportingtools.ClarizenoffersAPIsandotherevolvingworkaroundstoaddresstheneedsofcustomreporting.
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DaptivITPPMProduct:Daptiv
www.daptiv.com
Strengths
Daptiv'saveragenumberofusersperdealhascrestedtomorethan200,rivalingthatoflarge
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enterpriseITPPMvendors.UsersreportDaptiv'sproducthasmadesignificantgainsinusabilityandconfigurability,andtheextensiveuseofIBMCognossoftwareisaddressingsomereportingflexibilityconcernstypicallyassociatedwithcloudbasedITPPMapplications.DaptivisnowthepreferredpartnerforBMCSoftwareforITPPMinthecloud.BMCcustomersshouldexpectricherintegrationbetweenDaptivandBMCproductsasthispartnershipevolves.
Cautions
WhiletheuseofCognosaddressesanumberofreportingneeds,thereisalearningcurveassociatedwithusingthisoption.SizelimitationsandotherfactorscanresultinlaggingresponsetimeswhenrunningreportsinDaptiv.SomeDaptivcustomersreporttheycannoteasilycreateaggregateportfoliosandperformprogramlevelrollups.Programandportfoliomanagementislimitedlargelytothesystem'sexistingreportingservices.Userscannoteasilyshowdependenciesacrossprojectsindifferentportfolios.DuetoDaptiv'smultitenantdatabasestructure,therearelimitsontheanalysisthatcustomerscanperformwiththedatatheystoreinDaptiv,especiallyifcustomerswanttousethirdpartybusinessintelligenceandreportingtoolsotherthanCognos.
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InnotasITPPMProduct:Innotas
www.innotas.com
Strengths
Innotas'corestrengthsemphasizeportfoliolevelfunctionalityakeydifferentiatorfrommanyprovidersofitstype.Innotas'roadmapissignificantlyalignedwiththeforwardprogressionandinnovationssurfacinginthecloudbasedITPPMmarket,astheproductcontinuestoattractadoptionfromdeveloperteamsasaworkmanagementtool,andITPMOscontinuetoadoptitasatopdownportfoliomanagementsystem.Innotas'integrationplatformisbackedbyaservicelevelagreementandInnotas'supportstaff.Continuedexamplesofuseofthisplatforminthefieldamongcustomersdemonstrateprovenintegrationtothirdpartyproducts,includingAtlassian'sJira,MicrosoftTeamFoundationServer(TFS)andBMCRemedy.
Cautions
Innotasissusceptibletogrowingpainsasitcontinuestoscaleuptomeettheneedsoflargerprojectorganizations.Theseorganizationsmayeventuallyrequirethevendortosupportmoreandmoreusersandeventuallyprovideadedicateddatabase.Therefore,Innotasmayneedtoonedayprovidededicatedinstancesforitslargercustomers.Althoughitscloudbasedintegrationplatformandservicesarevisionaryandhaveshowninitialpromise,InnotaswillbechallengedwithhiringandretainingtopintegrationexpertisetomeetthemountingdemandforintegrationtothirdpartydatasourcesandITproducts.DuetoInnotas'multitenantdatabasestructure,customers'dataisstoredinshareddatabases.Therefore,therecanbelimitsontheanalysiscustomerscandowiththedatatheystoreinInnotas,especiallyifcustomerswanttousethirdpartybusinessintelligenceandreportingtools.
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One2teamITPPMProduct:One2team
www.one2team.com
Strengths
One2teamaddedanumberofinnovativefeaturesandfunctionstoitsproduct,including"slideboards,"akanbanlikeuserinterfaceformanagingtodolists,deliverables,projectdemands,risks,investments,ideasandotherobjectsdefinedinthesystem.Otherimprovementsincludecriticalpathvisualizationintheplanningmodule,andnewanalyticalcapabilities.One2team'spersonadrivenapproachtoproductdevelopmentprovidesgooddesignoftrulyusefulfeatures,suchasmobileviewsand"Googlelike"searchforteammembers.One2team'sproductandvisionareperhapsthestrongestamongprovidersabletosupportEuropeanonlycustomersforcloudbasedITPPM.
Cautions
AlthoughwellpositionedforITPPMprospectsinEurope,One2teamhasalimitedreachinNorthAmerica.Likemanyothersinthisspace,userswouldlikegreaterreportingcapabilitiesandmoreaccesstothedatatheystoreonOne2team'scloudservices.Usersreportoutoftheboxprojectmanagementbestpracticesandcontentcouldbeenhancedtohelpaidtheircontinuedmaturationandfurtheradoptionoftheproduct'scapabilities.
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onepointProjectsITPPMProduct:onepointProjects
www.onepointprojects.com
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Strengths
Importantadditionstoproductfunctionalityincludeprojectprioritizationandportfolioanalysis.AllprevioususeofJavaontheclientsidehasbeenremovedfromtheproductandreplacedwithHTML5,makingiteasierforonepointProjectstobeusedonmobiledevices.ForJirausers,atwowayintegrationcapabilitywasreleasedinApril2014aspartofonepointProjectsrelease12.1,allowingsynchronizationbetweenworkmanagedinJiraandonepointProjects.
Cautions
AlthoughwellpositionedtosupportITPPMcustomersandprospectsinEurope,onepointProjectshasvirtuallynopresenceinNorthAmericaorAsia.SalesandrevenuespecificallyfromonepointProjects'cloudbasedofferingisnotkeepingpacewithotherprovidersinthecloudbasedITPPMmarket.IntegrationwithotherkeyITsoftwareapplicationsandsystemsislacking(suchasRallySoftwareandBMCRemedy).
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OracleITPPMProduct:InstantisEnterpriseTrack
www.oracle.com
Strengths
Oracle'scorporatePPMvision,ifproperlyexecuted,willappealtolargeorganizationslookingforenterprisePPMparticularlyifOracleenterpriseapplicationsarealsobeingused.Recentimprovementstotheproductincludevariablerateandcapitalizedlaborcosting,andprojectleveltimeapproval.InstantisEnterpriseTrackcangenerateMicrosoftPowerPointslideswithcustomerspecificvisualtemplatesforuseasinstantprojectstatusreports.
Cautions
CustomersrelyingonInstantis'ITPPMspecificfeaturesandfunctionsshouldbeawarethat,asapartofalargerPPMOracleportfolio,thereisstillariskthatInstantismaybedistractedbytheneedtointegratetheproductwithcomplementaryapplicationsandtechnologyinOracle'scurrentproductportfolio.Oracle'scustomersreportincreasedpricing,aswellaslagtimesinprocessingspeedandinupdatingprojectrecords,andtroublesomeuploadingofandintegrationwithMicrosoftProjectplans,allofwhichmaynotbethefaultofOracle.OracleInstantisEnterpriseTrackdoesnotprovideintegrationtoRallySoftware'sagiledevelopmentproducts.
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ProjectObjectsITPPMProduct:ProjectObjects
www.projectobjects.com
Strengths
ProjectObjects'corestrengthsemphasizeportfoliolevelfunctionalityakeydifferentiatorfromotherprovidersofitstype.ProjectObjectsisoneofthefewhistoricalonpremisesITPPMvendorsthatchosetoaddressSaaSbyprovidingacloudbased(ratherthancloudhosted)deploymentoption.ThisallowsProjectObjectstooffercustomersthechoiceofadedicated,onpremisesdeployment,ortodeploypurelyasacloudbasedoffering.ProjectObjectsiseasytouseandisdesignedtoscalebotharchitecturallyandmethodologically,witha"progressiveprojectmanagement"approachtoimplementation.
Cautions
ProjectObjects'userdocumentationandtraining,includingvideobasedtraining,needsimprovementtohelpcustomerswithadoptionandtoincreaseandencouragetheuseofmoreadvancedfunctionality.AlthoughProjectObjectshasnotspentconsiderabletimedevelopingcollaborationorsocialnetworkingcapabilitiesaspartofitsPPMapplicationservices,ithasmadesomeinitialstepstowarddoingso.ArecentreleaseintroducessocialPPMcollaborationcalledtheProjectObjectsCollaborationSpace,providingchat,theabilitytoshareideas,andthemashingupofsocialcollaborationfeatureswithformalprojectmanagementprocesses.ProjectObjectsdoesnotyetprovideintegrationpointstoITservicemanagement(ITSM)systems(suchasServiceNowandBMCRemedy).
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UplandSoftwareITPPMProducts:PowerSteering,EPMLive
www.uplandsoftware.com
Strengths
SincethecomingtogetherofthevariousfirmscomprisingUpland(mainlythroughacquisition),the
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rateofproductinnovationisincrementallyimproving,andshouldcontinuetoimprove,assumingthecontinuedfinancialbackingfrominvestors.UplandhasassembledsomekeytechnologypiecestoenableitsvisionofbeingasingleproviderofbestofbreedcloudbasedPPMofferings.Includingworkflow,documentmanagementandITfinancialmanagementaspartofafamilyofproductsonaSaaSplatformmakesforacompellingargumentformatureclientslookingforasinglesource,cloudbasedITPPMprovider.
Cautions
ProspectslookingtomakeaproductselectionintheneartermmaybestymiedbypotentiallyoverlappingandredundantproductfunctionalityacrossUpland'smultipleacquiredproductlines.UntilUplandSoftwaresuccessfullyadvancesonitsvision,whichwouldincludeconsolidationandintegrationofcloudbasedproductsandservices,aswellasconsolidationofunderlyingbusinessoperations,customerswillnotfullybenefitfromUpland'svision.Withoutacompellingvaluepropositiontothecontrary,GartnerseescustomerscontinuingtobeopentoselectingmultipletechnologiesandPPMproductsfrommultipleproviders,limitingmarketdemandforaunique,singlesource,cloudbasedPPMproviderandafamilyofproductsthatUplandhasplannedforthemarket.
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VCSonlineITPPMProduct:VPMiEnterprise
www.vcsonline.com
Strengths
VPMiEnterpriseofferssolidresourcemanagementcapabilities,withuniquedifferentiatorssuchas"askandgive"resourcerequestmanagementandfulfillment.Theproduct'sUIiseasytoadoptandwrittencompletelyinHTML5,enablingmoreadaptableusewithmobiledevices.VPMiofferscompetitivepricingandishistoricallyresponsivetoclientneeds,despiteitssmallsize.
Cautions
TheproductlacksintegrationtocommonagileintegrationtoolssuchasRallySoftwareandAtlassian'sJira.Whilerecentinvestmentsinmarketingmayprovefruitful,historicallylowemphasisonmarketinghasimpactedgrowth,whichlimitsproductinnovation.VCSonlineseemstohavelargelylimiteditsmarkettoNorthAmerica.
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VendorsAddedandDroppedWereviewandadjustourinclusioncriteriaforMagicQuadrantsandMarketScopesasmarketschange.Asaresultoftheseadjustments,themixofvendorsinanyMagicQuadrantorMarketScopemaychangeovertime.Avendor'sappearanceinaMagicQuadrantorMarketScopeoneyearandnotthenextdoesnotnecessarilyindicatethatwehavechangedouropinionofthatvendor.Itmaybeareflectionofachangeinthemarketand,therefore,changedevaluationcriteria,orofachangeoffocusbythatvendor.
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AddedUplandSoftware,whichwasrecentlyformed
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DroppedEPMLive,whichbecamepartofUplandSoftwarePowerSteeringSoftware,whichbecamepartofUplandSoftwareTenrox,whichbecamepartofUplandSoftware,andnowfocusesonPPMmarketsoutsideofIT
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InclusionandExclusionCriteriaTheproductmustbeanITPPMproductsignificantlysupportinginternalITPPM.Theproductmustbegenerallyavailableandactivelymarketedforthepastfourconsecutiveyears,withoutanysignificantcompany,productorservicedisruptions.PPMprovidersthathave"restarted"or"resurrected"olderITPPMcompaniesorproductlines/platformswillnotbeincluded.Productdeploymentissignificantlyofcloudnativeandcloudoptimizedapplicationservices.Asastandardwayofdoingbusiness,theprovidermustoffershorttermcontractsthatareusuallynolongerthan12monthsinlength.Allowancesaremadeformultiyearagreementswhereapplicable.Averagedeploymenttimesmustbebetweentwoweeksand30days.Theseproviderswillsupportasfewas10userspercustomer(sometimesevenless),butcanalsoscaleuptosupportsomecasesinvolvinghundredsorthousandsofusers.Providersmusthaveacquiredatleast10newITPPMcustomers(notrepeatbusiness)onaverage,peryear,from2009to2013.
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Asignificantpercentageoftheprovider'sinstalledbaseistypicallyonshortterm,12monthsubscriptionsinvolvingamultitenantenvironment.Providersmusthave$10millioninannualrevenueorsignificantfinancialbacking.
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EvaluationCriteriaAbilitytoExecuteProductorService:Coregoodsandservicesofferedbytheproviderthatcompetein/servethedefinedmarket.Inaddition,thisincludescurrentproduct/servicecapabilities,quality,featuresetsandskillswhetherofferednativelyorthroughOEMagreements/partnerships,asdefinedinthemarketdefinitionanddetailedinthesubcriteria.Highermarksaregivenforeaseofuse,balancedwithfunctionaldepth,atacosteffectiveprice.Thevendoroffersalowcostofentry.AheavyemphasisexistsontheamountofITPPMfunctionality,asdefinedinthisresearch,thattheproductcanprovideagainstthepricepointsofferedbytheproviderandinrelationtootherproductsinthemarket.Scalabilityoftheapplicationattheteammemberlevelincludingdownwardtowardverysmallusergroups(fewerthan30users)andupwardtowardverylargeusergroups(thousandsofusers).ThevendoroffersSaaScontractmodelsandflexibility,aswellascosteffectiveprocessconsultingandotherservices.
OverallViability:Anassessmentoftheoverallorganization'sfinancialhealth,thefinancialandpracticalsuccessofthebusinessunit,andthelikelihoodthattheindividualbusinessunitwillcontinueinvestingintheproduct,willcontinueofferingtheproductandwilladvancethestateoftheartwithintheorganization'sportfolioofproducts.
SalesExecution/Pricing:Theprovider'scapabilitiesinallpresalesactivitiesandthestructurethatsupportsthem.Thisincludesresponsivenessinsalesengagement,dealmanagement,pricingandnegotiation,presalessupport,andtheoveralleffectivenessofthesaleschannel.
MarketResponsiveness/Record:Highmarksaregiventoopportunisticprovidersthatcanrespondquicklyandchangedevelopmentand/orcompanydirectiontomeettheneedsofanevolvingmarketplace.Providersshouldbeflexibleandachievecompetitivesuccessasopportunitiesdevelop,competitorsact,customerneedsevolveand/ormarketdynamicschange.Thiscriterionalsoconsiderstheprovider'shistoryofresponsivenesstocustomerrequests.
MarketingExecution:Theclarity,quality,creativityandefficacyofprogramsdesignedtodelivertheorganization'smessagetoinfluencethemarket,promotethebrandandbusiness,increaseawarenessoftheproducts,andestablishapositiveidentificationwiththeproduct/brandandorganizationinthemindsofbuyers.Thismindsharecanbedrivenbyacombinationofpublicity,promotionalinitiatives,thoughtleadership,wordofmouthandsalesactivities.
CustomerExperience:Relationships,productsandservices/programsthatenableclientstobesuccessfulwiththeproductsevaluated.Specifically,thisincludesthewayscustomersreceivetechnicalsupportoraccountsupport.Thiscanalsoincludeancillarytools,customersupportprograms(andthequalitythereof),availabilityofusergroups,SLAs,andsoon.Vendorsgainhighmarksforrapidimplementationstakingfewerthan21daystocomplete.Services/programsareevaluated,includingPPMprocessconsultingservices,atlittleornoextracost,thatenableclientstobesuccessfulwiththeproducts.Vendorshaveanassessedlevelofresponsivenessintechnicalsupportoraccountsupport.Ancillarytools,customersupportprograms(andthequalitythereof),availabilityofusergroups,andSLAsareoffered.Theyprovidecustomersatisfactioninsmall(fewerthan30users),medium(morethan100users)andlarge(morethan250users)implementations.
Operations:Theabilityoftheorganizationtomeetitsgoalsandcommitments.Factorsincludethequalityoftheorganizationalstructure,suchasskills,experiences,programs,systems,underlyinginfrastructure,andothervehiclesthatenabletheorganizationtooperateeffectivelyandefficientlyonanongoingbasis.Securityanddataprivacyarealsoassessed.
Table1.AbilitytoExecuteEvaluationCriteria
Criteria Weight
ProductorService High
OverallViability High
SalesExecution/Pricing Medium
MarketResponsiveness/Record High
MarketingExecution High
CustomerExperience High
Operations High
Source:Gartner(May2014)
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CompletenessofVisionMarketUnderstanding:Theabilityoftheprovidertounderstandbuyers'wantsandneeds,andtotranslatethoseintostrongITPPMapplicationservicesinthecloud.Providersthatshowthehighestdegreeofvisionlistentoandunderstandbuyers'wantsandneeds,andcanshapeorenhancethosewiththeiraddedvision.CloudbasedPPMprovidersshouldbeabletotemperorquietthevoiceofthecustomer,toavoiddrivingallproductdevelopmentbasedsolelyoninstalledcustomers.Vendorsrecognizeandperiodicallydepartfromcoreproductdevelopmenttoexploratoryproductdevelopmenttoaddresstheneedsofpotentialcustomersoutsidethecompany'sknowntargetmarketsorinstalledbase.
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MarketingStrategy:Aclear,differentiatedsetofmessagesconsistentlycommunicatedthroughouttheorganizationandexternalizedthroughthewebsite,advertising,customerprogramsandpositioningstatements.
SalesStrategy:Thestrategyforsellingproductsthatusestheappropriatenetworkofdirectandindirectsales,marketing,serviceandcommunicationaffiliatesthatextendthescopeanddepthofmarketreach,skills,expertise,technologies,servicesandthecustomerbase.
Offering(Product)Strategy:Howtheproviderapproachesproductdevelopment.Theprovider'sapproachtoproductdevelopmentanddeliveryemphasizesdifferentiation,functionality,methodologyandfeaturesetsastheymaptocurrentandfuturerequirements.Aheavyemphasisisplacedontimetovalueasitrelatestodeployment(fewerthan21days),easeofuse,easeofaccessibilityandeaseofadoption.Acostcompetitivepricingmodelexists,aswellasevidenceofthesameobservedinthefield.NativefeaturesandfunctionsexistversusrelianceonOEMagreementsand/orintegrationofthirdpartyproducts.VendorshaveaSaaSarchitecture.
BusinessModel:Thesoundnessandlogicoftheprovider'sunderlyingbusinessproposition.Theprovideroffersvalueforcustomerswithlowlevelsofrisk,through12monthcontractsandthelowcostofownershiporaccess.Thelogicoftheprovider'sunderlyingbusinesspropositionissound.Lockon,aconsciousdecisionbycustomerstosupporttheservicebecauseofitsvalue,ishighlydesirable.
Vertical/IndustryStrategy:Theprovider'sstrategytodirectresources,skillsandofferingstomeetthespecificneedsofindividualmarketsegments,includingverticalmarkets.
Innovation:Direct,related,complementaryandsynergisticlayoutsofresources,expertiseorcapitalforinvestment,consolidation,defensiveorpreemptivepurposes.Thevendoroffersseasonalproductreleases,andexhibitsrapiddevelopmentandagiledrivenreleases.Itsfunctionalitydemonstratesastrongproductvisionthatpushesthemarketinnewdirections,notjusttheprovider.Ithasademonstratedabilitytoleadthe"herd"ofthemarket,ratherthanfollowit.Thevendorshowsimprovementstoreportingservices,introducessocialnetworkingandcollaborationaspartofITPPMprocessautomation,offersmobileapplicationdevelopmentanddevicesupport,hasuserexperienceinnovations,providesnewanddifferentiatingfunctionality,andshowcasesotheractivitiesthatdemonstratetheabilitytorespondquicklytotheneedsforemergentfunctionalityand/orintroducenewconcepts,techniquesandfunctionsintheapplicationservicesthemselves.
GeographicStrategy:Theprovider'sstrategytodirectresources,skillsandofferingstomeetthespecificneedsofgeographiesoutsideits"home"ornativegeography,eitherdirectlyorthroughpartners,channelsandsubsidiaries,asappropriateforthatgeographyandmarket.
Table2.CompletenessofVisionEvaluationCriteria
EvaluationCriteria Weighting
MarketUnderstanding High
MarketingStrategy High
SalesStrategy High
Offering(Product)Strategy High
BusinessModel High
Vertical/IndustryStrategy Low
Innovation High
GeographicStrategy Medium
Source:Gartner(May2014)
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QuadrantDescriptionsLeadersCloudbasedITPPMserviceprovidersidentifiedasLeadersinthisMagicQuadrantmeetmanyITPPMapplicationfunctionalityandprocessautomationrequirementsoftargetedconsumers.LeadersproviderobustandcomprehensivefunctionalityspecificallyforinternalITdepartmentseitherfortheprojectexecutionlevelcustomerorfortheportfoliolevelcustomer,andsometimesbothtypesofcustomers.LeaderssupportthegenerationandmanagementofinternalITprojectportfolios,andcantrackothertypesofinternalITspecificdemands,suchasminorsoftwarechangerequests,applicationenhancements,andbuganderrorfixes,somanagerscanassessthecumulativeimpactthatalltypesofworkwillhaveonafixedresourcesupply.ProductdepthinseveralcoreITPPMareassuchasdemandmanagementandanalysis,advancedscheduling,resourceandcostmanagement,andoutoftheboxintegrationtokeythirdpartyITapplications(suchasITSMsoftwareorapplicationdevelopmenttools)setsLeadersapartfromcompetitors.Someoftheproviderscansupportportfolioanalysis(forinvestmentprioritization).SomeLeadersarealsoofferingprogram(versusproject)managementsupportintheirproducts.
MostLeaderscandemonstrateastrongmarketpresence,combinedwithahigherthanusualleveloffrequencyinsalesactivityandexecution.Leadersaregrowingthenumberoftheirinstalledbases,andtheiraveragenumberofendusersperdealissteadilyincreasingyearoveryear.LeaderscanverifytheirlongevityandstabilityasSaaSprovidersintheITPPMmarket.TheyalsodemonstrateastrongSaaScommitmentastheirprimarybusinessmodel,aswellasaresultingstrongSaaSarchitectureandsignificantcloudbasedapplicationdevelopment.
CloudbasedITPPMserviceLeadersprovidedepthandbreadthoffunctionalityintheirapplicationservices,representingmanyyearsofdevelopmentandinnovation.TheseprovidershavealargeinstalledbaseofSaaScustomers,canprovidefunctionalityandprocessautomationforcustomersin30daysor
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less,andcangivecustomerstheabilitytoincrementallyinvestintheirservicesthroughstandard12monthcontracts.CloudbasedITPPMserviceLeaderscanprovideoverwhelmingevidencethattheyareactivelysellingandmarketingtheirsolutions.Theirsalesandmarketingprogramscontinuetobehighlyeffective.Leadersarebecomingmoreengagedwithcustomersasprocessconsultants,inadditiontobeingaserviceprovider.
Leadersarecurrentlystablefinancially.Inaddition,nosignificantbusinessoroutsidedisruptionhasshakenordistractedtheLeadersinthisMagicQuadrant.
ManyoftheprovidersinthisMagicQuadrantarefocusedonSaaSastheirmainorsolebusinessmodelanemergentdeploymentapproachandbusinessmodelwhosesuccessisdependentheavilyontheadoptionandconsumptionbyendusers.Thus,cloudbasedITPPMserviceproviderstendtogenerateasuitableamountofrevenueannuallytosustainthemselves,butthoserevenuetotalsareafarcryfromthenumbersobservedamongonpremisesandtraditionalorcloudhostedPPMsoftwareproviders.
AnyoftheprovidersinthisMagicQuadrantcouldbeacquiredorhavealreadybeenacquiredrecentlyastheydrawmoreattentiontothemselves.GiventhemodesttotalrevenueofthecollectivelotofprovidersappearinginthisMagicQuadrant,Leadersarelikelytobethemostattractiveacquisitiontargets,becausetheyexhibitstrongfunctionality,asizableinstalledbase,lowriskcostofentryintoautomatingPPMprocesses,andenoughflexibilityintheirarchitecture,applicationcode,pricingmodels,andserviceagreementstocarrytheircustomersthroughthegrowingpainsassociatedwithITPPM.Leadersmaintainrepeatbusinessovertime,strengtheningtheirfinancialviabilityandenablingthemtoinvestmoreintheirSaaSofferingsandsupportingservices.
LeaderssharemanyattributeswithtechnologyprovidersratedasVisionariesandChallengers,buttheyarealsodifferentiatedbycomparativelyhigherratingsinmanyareas,notjustafew,withoverwhelmingcustomerreferencessupportingtheirclaimssubmittedasevidence,andothersignificantobservationsmadebyGartner.Consistencybetweenaprovider'sstatedstrategyandproductdirection,anditsexecution(thatis,integrity)isimportant,alongwithdemonstratedvision,enablingtheprovidertoaddressemergingandoftenvaguelydefinedmarketrequirements.
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ChallengersTherearenoChallengersinthisyear'sMagicQuadrantforcloudbasedITPPMservices.IforwhenaproviderisidentifiedasaChallenger,itwouldbeacompanythatresemblestheLeadersinmanyways,suchasproductdepthandbreadthcombinedwithenoughexperiencedproductdevelopment,salesandmarketingpersonneltoeffectivelyreachandmeettheneedsofthemarket.Infact,mostofthedescriptionaboutLeaderscanbeappliedtoChallengers.Challengers,however,appearassuchmainlybecausetheymayhaverecentlyembracedcloudbasedITPPMSaaSastheirmainbusinessmodel,ortheircloudbasedbusinessmodel,althoughthefocalpointgoingforward,hasnoteclipsedtheirotherbusinessmodels,whichmayincludeahistoryofonpremisesand/orhostedPPMsoftwareimplementations.
Challengersareconsistentintheirsalesandmarketingcampaigns,anddemonstrateobvioussuccessinsalesandmarketingexecutionadifferentiatorfromNichePlayersinthisMagicQuadrantasreflectedingrowingcustomercountsandaveragenumbersofuserspercustomer.ChallengerstypicallyofferastrongcoresetofITPPMfunctionalityasaservice,whiledemonstratinganabilitytosellandmarketthatcoreset.Theyalso,however,maybemissingfeaturesandfunctionsinsomeITPPMprocessareas,suchasdemandmanagement,programmanagement,socialnetworkingormobiledevicesupport.ChallengersmaynotbekeepingpacewithLeadersincloudbasedITPPMinoverallCompletenessofVision,buttheydoprovideacoresetoffunctionsthatinternalITdepartmentsmayfindsufficienttomeetamajorityoftheircoreITPPMrequirements.
ChallengersmaynotyetreadilysupporttopdownITPPMbaseddecisionmaking,analysisandplanning,nordotheyfrequentlyselltheirproducttoanITPMO.Wheretheydolacktopdownportfoliomanagementcapabilityandsalesexecution,theyoftenmakeupforitwithrobustexecutionlevelITPPMfeaturesandfunctionality.Incontrast,someLeadersandVisionariescansupportportfoliolevelITPPMcustomers,inadditiontoexecutionlevelITPPMcustomers,andselltheirproducttobothprojectmanagementconstituenciesandPMOconstituencies.
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VisionariesCloudbasedITPPMserviceprovidersintheVisionariesquadrantareenjoyingsteadybutmodestincreasedgrowthincustomercountandaverageuserspercustomer.SomeVisionariesinthisMagicQuadranthavebeenoperatinginthespaceformorethanadecade.VisionariesmaydifferfromLeadersinproductdepthandbreadth,orintotalrevenueorfinancialviability,ortheymaylacktheinstalledbaseandsalesexecutiontrackrecordofaChallenger.Theyalso,however,oftendemonstratesome"visionary"featuresandtraitsresemblingthoseofLeaders,suchasintheirSaaSarchitectureand/orcloudbasedapplicationdevelopmentactivity,ortheirSaaSbasedbusinessmodelandSLAswithcustomers.
LikeLeaders,VisionariesseektoenableITPPMbroadlyasabusinessprocess,buttheyalsomayfocusonspecificITPPMfunctionalityandnotprovideasmuchproductbreadth,ortheymayfocusonthemostinnovativesolutionswhilebackfillingtheirITPPMserviceswithcorefunctionalityovertime.SomeVisionarieshavebeenmoreexperimentalwithbusinessmodels,andtheymayapproachvariousmarketsmorebroadly,withvariablepackagingandpricing(forexample,freetrials,tryandbuyoptionsandflexiblecontractdurations).
CompletenessofVisionratingsofVisionariesreflectinnovativeapproachesinareassuchascollaboration,socialnetworking,mobiledevicesupport,interoperabilitywiththirdpartydatasources,andgroupspecificcollaboration(forexample,forPMOs,steeringcommittees,workgroups,projectexecutionenvironmentsandteams).Thefinancialviability,numberofcustomersandaveragenumberofusersperdealofVisionariesmaynotcomparetothoseofLeadersinthisMagicQuadrant,buttheseprovidersmakeupforsuchlimitationsthroughinnovativefeaturesandfunctionality,aswellasdirect,responsivecustomercareandsomeinfluenceoverfutureproductdevelopment.
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NichePlayersCloudbasedPPMserviceprovidersidentifiedasNichePlayersinthisMagicQuadrantoftenemphasizespecificITPPMfeaturesandfunctionsversusprovidingabroadandfunctionallydeepcloudservice.Inothercases,NichePlayershavedecidedtoembraceSaaSastheirprimarybusinessmodelmovingforward.Asaresult,theyhavebuiltasingleinstance,multitenantITPPMSaaSenvironmentorotherflavorofcloudbasedPPMservicefortheircustomers.
NichePlayersalsoincludecloudbasedITPPMserviceprovidersoperatinginaspecificcountryorgeographicregionthathavenotyetdemonstratedagrowingglobalpresence.InbuildingaSaaSplatformandofferingITPPMapplicationsasaservice,theseprovidersaretryingtobreakoutoftheiroriginaltargetmarketsbyprovidingaSaaSofferingthatisavailabletoanycustomer,regardlessofgeographicallocation.Likewise,NichePlayersalsomakereadyuseofonlinemarketingtools,servicesandchannelstoextendtheirglobalreachandbringaboutglobalbrandawarenessaspartofaSaaSbasedITPPMbusinessstrategy.
LikeVisionaries,NichePlayersdifferfromLeadersandChallengersinareassuchastotalrevenue,financialstrength,marketingexecutionand/orsizeoftheirinstalledbase,buttheyalsoareoftendedicatedtosupportingspecificITPPMprocessautomationneedsinoneorafewselectareas.Theiroverallsizeintermsofheadcountputsthemcloseenoughtocustomerstofullyunderstandwhatimprovementsshouldbemadetotheirproductsquicklyintheneartermtokeeptheircustomershappy.Customersmaybenefitfromhavingmoreinfluenceovertheprovider'sfutureproductdevelopment.
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ContextWhileprojectmanagementisessentiallythemanagementofstructuredworktodeliverasignificantlycomplicatedorcomplexsolution,portfoliomanagementisthemakingofmanagementdecisionsdeterminingwhichprojects(andprograms)aretheappropriateonesinwhichtoinvest.TheITPPMserviceproviderscoveredinthisMagicQuadrantprovidesupportforoneorbothofthem.
ThisMagicQuadrantoffersanindepthanalysisofthecompetitivepositioningforcloudbasedITPPMservicesbyshowcasingtherelativeplacementofthemainplayersinthemarketaccordingtoavarietyofcriteria,andbyofferingdetailedstrengthsandcautionsforeachoftheincludedproviders.TheratingsoftheprovidersrepresentacombinationofresearchandclientreferencechecksconductedspecificallyfortheMagicQuadrantprocess,alongwithinputfromtheGartnerPPMresearchcommunity,ongoingproviderbriefings,interactionswithGartnerclientsandmarketdevelopments.
Gartner'scomprehensiveMagicQuadrantforcloudbasedITPPMservicesisausefulstartingpointfromwhichtoidentifyandevaluatesuchaservice.Selectionofagoodprovidershouldbebasedonadetailedevaluationofneedsandobjectives,comparedwithaserviceprovider'scapacitytofulfillthoserequirementsandexpectationsovertime.Therefore,enterprisesmustdeterminewhichcloudbasedITPPMserviceprovidercanbestaddresstheirparticularrequirements.
WhatIsaCloudBasedITPPMServicesProvider?
ThecloudbasedITPPMprovidersincludedinthisMagicQuadrantofferSaaSascloudoptimized(wherebytheunderlyingsoftwarehasbeenrefactoredorredesignedforcloudbaseduse)orcloudnative(designedanddevelopedspecificallyforcloudbaseduse).ApplicationservicesaretypicallylighterweightofferingsprovidingthecorefunctionalitydesiredbymainstreamITPPMleaders.
Theseserviceshaverapidtimetovalue,andminimizefinancialcommitmentandrisk.Strongdemandforthesesolutionspersists,astheseproviders:
Aregenerallysmalltomidsize,yetgrowingProvidemainstreamPPMsoftwarefunctionalityinthecloudTypicallyhave75%ormoreoftheirinstalledbaseontheircloudnativeorcloudoptimizedplatformsProvidecosteffective,rapiddeploymentofPPMfunctionality,withoutrequiringuserstoownormanagethesoftwareinstanceSellmainly12monthcontracts
TheunderlyinginfrastructureofcloudbasedITPPMapplicationservicesiscloudcomputingscalableITenabledcapabilitiesdeliveredasaservicetoexternalcustomersusingInternettechnologies.Theapplicationcodeisalsobuilttotakeadvantageofcloudcomputing.(Formoreinformationoncloudarchitectures,see"CreatingCloudSolutions:ADecisionFramework,2011.")
Althoughthecloudarchitecturedistinctionofthesolutionproviderisimportant,generallyenablingfasterimplementationtimes,itisjustoneofseveraldifferencesamongthecloudbasedITPPMservicesincludedinthisreportandtheonpremises/cloudhostedITPPMofferingsincludedinGartner's"MarketScopeforITProjectandPortfolioManagementSoftwareApplications."
CloudbasedITPPMprovidersmainlysell12monthcontracts.Implementationtimestypicallytakeaslittleastwoweeksbutrarelyextendbeyond30days,exceptincasesofaboveaveragesizedealsinvolvinglargernumbersofendusers(thatis,severalhundredusersormore).Averagedealsizesrangefrom30to125usersperdeal,butallhaveafewcaseswherecustomershavedeployedsignificantlylargernumbersofenduserlicenses(forexample,morethan1,000users).
CloudBasedITPPMServicesfortheExecutionLevelCustomer
ExecutionlevelITPPMcustomersaremainlyinterestedinenhancingthedatasharing,collaborationandcommunicationbetweenprojectmanagersandteammembersinaprojectenvironment.AlltheprovidersfeaturedinthisMagicQuadrantoffersomelevelofcentralizedrequest,demand,project,resourceandtimemanagementcapabilities.Reportingservicescanprovideconsolidatedvisibilityintothecurrentstateofprojects,resourcesandspending.
Theseapplicationssupportdetailedprojectorworkrecordcreation,schedulingandleveling,resourcemanagementandallocation,timereporting,andprojectcostmanagement,amongotherPPMprocesses.Reportingservices,includingportfoliostylereporting,canaggregatethedatathesystemcollectsfrom
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usersperformingtheseactivitieswithinthePPMsystem.
Integrationwithotheradjacentsystems,includingITmanagementsystems(suchasthehelpdesk),enablesuserstofunneldifferenttypesofworkitems,otherthanformallydefinedprojects,intothePPMsystemtodooneormoreofthefollowing:
CapturenonprojectresourcedemandSourceandallocatenonprojectworkTracktheuseofresourcesonnonprojectandotherworkitemsTrackthecostofmanagingnonprojectandotherworkitems
SomeexecutionsideITPPMconfigurationscanbeflexibleenoughtoprovidelighterversionsofproviders'projectandresourcemanagementfeaturesasanalternativetousingthirdpartyservicedeskandtroubleticketmanagementsystemstomanageoperationalITservicerequests.However,mostITPPMproductsoftenstopshortofreadilyembeddedandfullsupportforITILstandardsoftenfoundinITservicemanagement(ITSM)products.
ApplicationvaluefortheexecutionlevelITPPMcustomerisoftenhighlydependentontherateofadoptionbyendusers(suchasprojectmanagersandteammembers)ofmultiplePPMfeaturesatthelowestlevelsofworkmanagementdetail.Strongeradoptionratesleadtobettercommunicationbetweenprojectmanagersandteammembers,greatervisibilityintowhatishappeningattheexecutionlevel,andbetterreportingtomanagementandstakeholdersinterestedintheprogressofinvestments,programsandprojects.
ApplyingsocialnetworkingandcollaborationfeaturesandfunctionsinaPPMcontextwithinanexecutionlevelPPMdeploymentcanaidoracceleratedailyenduseradoptionofthePPMsystem,becauseitcancurbthetendenciesofprojectteammemberstogooutsidethePPMsystem(forexample,byusingemail,spreadsheetsorthirdpartytimereportingsystems)tohandlecommunicationanddatasharingduringprojectexecutionactivities.
FortheexecutionlevelPPMcustomer,projectportfolioreportingservicescanbethe"shinyobjects"thatconvincemanagementofthevalueinautomatingexecutionlevelprocesses.However,executionlevelPPMcustomersshouldassumebusinessmanagerswillnotactivelyparticipateintheuseofthePPMsystembeyondaccessingreportsandpersonaldashboards.
CloudBasedITPPMServicesfortheProjectPortfolioLevelCustomer
ProjectportfoliolevelITPPMcustomersaremainlyinterestedinenhancingthedatasharing,collaboration,andcommunicationbetweenprojectmanagersandbusinesssponsorsandanyrolesinbetween.Consequently,projectportfoliolevelITPPMcustomerswilloftenlookforatopdown,standalonesysteminwhichthe"portfoliomanagement"featuresandcapabilitiesarenotcenteredonordependentontaskandassignmentleveltimereportinganddetailedprojectschedulemanagement,asisoftenthecasewithexecutionlevelITPPMconfigurations.
ITprojectportfoliolevelcustomerswantacommonplatformforplanning,prioritizingandapprovingdemandpriortosuchworkitemsbeingpassedontoanexecutionlevelITPPMsystem.Theywantthisplatformtoreplaceexistingspreadsheetbasedplanningandselectionexercises,whilealsointegratingthisplatformwithdifferentdatasourcesthatcanincludeoneormoreexecutionlevelITPPMandITSMsystems,aswellasfinancialdatasources.
ChoosingITprojectportfoliolevelPPMallowscustomersoftheITdepartment,programmanagers,projectmanagers,andresourcemanagerstocommunicateandcollaborateduringhighlevelprojectandresourceplanninganddecisionmaking.Summarized,aggregate,executionlevelinformationcanalsobefedintothecommonplatformwithoutseverelydisruptingthewayaprojectmanagerworksonadailybasis.
ITPPMandAgileDevelopmentSupport
Withoutaddinganynew,specificfunctions,ITPPMsystemshavesomeoftheadministrativeworkflow"plumbing"tobeconfiguredtosupportpartsofagiledevelopment,butbynomeansaretheyagoodreplacementfordedicatedapplicationdevelopmenttoolsthatreadilysupportagiledevelopmentmethodsandworkmanagement.ThesuccessfuluseofanITPPMsystemtosupportagiledevelopmentteamsatmoredetailedlevelsismainlydependentonhowwellthatsystemcomplementsandintegrateswithadeveloper'stypicaldevelopmentprocessesandenvironment.DevelopersdonotwanttobeforcedtojumpfromtheirdevelopmentworkspacestoanexternalITPPMsystemtorecordtimeonagiledevelopmentactivities.
AlthoughmostITPPMprovidershavenotfullyintegratedPPMprocesseswithagiledevelopmentprocessestoallowadeveloperto"stayput"whenworkingonagileactivities(thosewithPPMreportingimplications),thereisagrowingtrendtoprovidepreconfiguredITPPMapplicationssupportingcollaboration,communicationandprojectportfoliolevelreportingforagiledevelopment.ProviderswithexistingfootholdsinapplicationdevelopmentprocesssoftwaremarketsarealreadyplanningtoprovidetransparentITPPMfunctionalityinintegrateddevelopmentenvironments.
Inaddition,someoftheITPPMproviderscoveredinthisMagicQuadrantareemphasizingtheimportanceofprovidingaggregateapplicationdevelopmentactivityreportingoutoftheboxintheirproducts.Todoso,ITPPMprovidersareforgingpartnershipsand/orbuildingandsupportingintegrationpointsbetweentheirproductsandAtlassian'sissueandbugtrackingJiraproduct,aswellasRallySoftware'sproductsforagiledevelopment.
ITPPM,SocialNetworkingandCollaboration
Socialnetworkingandcollaborationplatforms,capabilitiesandintegrationpointsarebeginningtofindtheirwayintoITPPMapplications.GartnerisseeingafewdifferentapproachestoapplyingsocialnetworkingandcollaborationinanITPPMcontext.SomeprovidersinthisMagicQuadrantarerelyingonclassicandbasiccommunicationtoolsandfunctions,includingissuetracking,threadeddiscussions,synchronization,integrationtoandfromemailsystemsandapplications,andothermechanismsthathavebeenstaplesofITPPMsoftwareproductsforyears.Otherprovidersarepartneringwithsocialnetworkingandcollaborationproviders,suchasChatterandJive.Stillothersareplanningtobeorarefullyengagedindevelopingnativesocialnetworkingandcollaborationaspartoftheircoreproducts,oraretakingthebuyversusbuildroute,likeMicrosoftdidwhenitacquiredYammerin2012.
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7/2/2014 Magic Quadrant for Cloud-Based IT Project and Portfolio Management Services
http://www.gartner.com/technology/reprints.do?id=1-1UB15TY&ct=140520&st=sg 12/12
SocialnetworkingandcollaborationinITPPMapplicationsseemmorelikefadsthatcouldfadeawaysomeday,ratherthanbecominglegitimatemainstayITPPMcapabilities.Atthelowestlevelsofprocessautomation,however,theaddedfeaturesandcapabilitiescantriggerviraladoptionamongendusers.Atthehighest(portfolio)levels,theycouldprovideawaytosupportpointintimeandemergentcommunicationneedsamongportfoliomanagersandbusinessleaders.
Atthemoment,PPMtosocialnetworkingapplicationintegrationdoesnotfeelmuchdifferentthanleavinganITPPMapplicationandgoingintoanemailsystemtodiscussaprojectwithteammembersorotherconstituents.However,ifITPPMprovidersbegintobuildPPMtosocialnetworkingintotheirapplications,enduserswillmorelikelystayinthatITPPMsystemforlongerperiodsofaworkday.EndusersthatvaluethesocialnetworkingandcollaborationcapabilitiesofanITPPMsystemwillwanttologintoitwhentheyfirstgettoworkforthedayandstayinsidetheITPPMsystemtocollaborateandcommunicatealldaylong,ratherthanleavingittouseoutsidepersonalproductivitytoolsandservices,suchasemail,toholdITPPMdiscussions.
ITPPMandMobileDeviceSupport
ManyITPPMproviderscontinuetouseHTML5toconnectanITPPMsystemtoanumberofmobiledevices,includingtabletsandsmartphones.ThereseemstobeastrongconsensusamongmanyoftheITPPMprovidersinthisMagicQuadrantthatbuildingdedicatedapplicationsforaseriesofknownwirelessandmobiledevicesavailableinthefieldwouldonlycreatetoomuchoverheadandcomplexityforthem.Instead,theseprovidersaremostlyleveragingHTML5developmenttopushoutspecificfeaturesandcapabilitiestomobileusersoftheirproduct.Insomecases,ITPPMvendorsarerewritingtheirentireapplicationcodebasetosupportHTML5.
ITPPMprovidersarefocusedondeliveringthreemainmobilecapabilitiestotheircustomersearly:
Timereporting,allowingenduserstoreporttheirtimefrommobiledevicesTheabilitytoapproveitemswithinaprocessflowofanITPPMsystem,whichenablesmanagerstoapprove,forexample,timesheetsorprojectideas,orrequestsfrommobiledevicesExecutivereportingtomobiledevices,soendusers(forexample,businessmanagersorprojectmanagers)canaccessandviewreportsanddashboardinformationfromtheirtabletsorsmartphones
ConsumersshouldexpectslowbutcontinuousincrementalmobilesupporttoappearintheirITPPMproductsofchoiceovertime,withHTML5beingthemainvehiclefordeliveringit.Providerswillbechallengedinbringingmoreandmorefeaturesandfunctionstomobiledevices,becausethenatureandcharacteristicsofmobiledevicescanlimitanenduser'sabilitytoperformcertainfunctionseasilyinanITPPMsystemfromtheirtabletsorsmartphones.Forinstance,manyITPPMsystemshavebeendesignedtobeaccessibleviabrowsers.Historically,theworkingassumptionwasthatthebrowserwasbeinglaunchedfromaPC,terminalorlaptopdevice.Tabletsandothermobiledevices,however,maynotalwaysincludethingssuchaskeyboardsoramouse/cursor.Therefore,performingcertainfunctionswithinanITPPMsystemcanbedifficultorevenimpossibleifattemptingtodosothroughcertainmobiledevices.
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MarketOverviewThecloudbasedITPPMservicesmarketprovidesanarrayofdifferentflavorsandapproachestoleveragingandusingITPPMapplicationsremotely,ratherthanbringingasysteminhouse.CloudoptimizedorcloudnativeITPPMapplications,deliveredasaservice,providebenefitsforconsumersinexchangeforsometradeoffsintheabilitytofullyown,control,extendandcustomizetheirownITPPMinvestments.BysacrificingtotalcontrolofanITPPMsystemforrapidavailability,adoptionandconsumption,consumersofcloudbasedITPPMservicescanaccessfunctionalityfromvirtuallyanywhere,whilelimitingtheirfinancialcommitmentstooneyearincrements,aswellastheiroverallriskininvestinginITPPMprocessautomation.
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