Project portfolio-level PPM customer — Business sponsors, steering committees and/or project
management offices (PMOs) interested in creating project-related decision frameworks, selecting
specific projects based on those frameworks, planning the delivery of those projects or
investments, tracking those investments at a high level and reporting on these activities
PPM for the Execution-Level Customer
All the providers featured in this Magic Quadrant offer some level of centralized request, demand,
project, resource and time management capabilities. Reporting services can provide consolidated
visibility into the current state of projects, resources and spending. These applications support detailed
project or work record creation, scheduling and leveling, resource management and allocation, time
reporting, and cost management, among other PPM processes. Reporting services, including
portfolio-style reporting, can aggregate the data the system collects from users performing these
activities within the PPM system.
Integration with other adjacent systems, including IT management systems (such as the help desk),
enables users to funnel different types of work items, other than formally defined projects, into the PPM
system to do one or more of the following:
Capture nonproject resource demand
Source and allocate nonproject work
Track the use of resources on nonproject and other work items
Track the cost of managing nonproject and other work items
Some execution-side PPM configurations can be flexible enough to provide lighter versions of providers'
project and resource management features as an alternative to traditional service desk and trouble-
ticket management systems. Still other PPM software and cloud-based service providers include
general-purpose project creation mechanisms to support different types of projects from different areas
of an enterprise, such as marketing, sales, legal, events management, advertising, and other
campaign- or regulatory-style work activities.
PPM application value for these customers increases when end users interact more often with multiple
PPM features at the lowest levels of work management detail. Adoption among project managers and
team members for their daily work efforts is, therefore, critical to successfully deploying the PPM
software. Additionally, applying social networking and collaboration features and functions in a PPM
context within an execution-side PPM deployment can aid or accelerate daily end-user adoption of the
PPM system, because it can curb the tendencies of project team members to go outside the PPM system
to handle communication and data sharing during project execution activities.
For the execution-level PPM customer, project portfolio reporting services can be the "shiny objects" that
will convince management of the value in automating execution-level processes. Often, an accurate,
working assumption in those cases is that management is not interested in anything involving the PPM
system itself, outside the reports that can be accessed from it. In execution-side PPM configurations,
business managers do not want to participate in the PPM system, beyond having access to reports and
PPM for the Project Portfolio-Level Customer
Alternatively, project portfolio-level PPM customers will often look for a top-down, stand-alone system
that does a lot more than just portfolio-style project reporting — and does it without disrupting the way
a project manager works on a daily basis, or dictating the methods or tools a project manager uses
every day to manage projects. This top-down system does not carry with it a requirement that project
managers and team members be actively using the application every day to aid in how they execute
projects. Additionally, a growing audience of portfolio-level PPM customers is now asking for program
management support in PPM software and application services to support a growing need to
communicate and collaborate during the management of strategic and operational programs.
Among the earliest of project portfolio-level PPM customers were a significant number of companies that
believed they must implement PPM software automation at painful levels of detail (such as task- and
assignment-level time reporting) in order to put themselves in a position to practice project portfolio
management and enhance decision making around projects. Unfortunately, many initial PPM software
investments failed when this bottom-up approach to project portfolio management was chosen, due
mainly to the levels of complexity, adoption and change management required to get the entire
execution side of a project organization using the same system. Fostering adoption of time reporting
alone among a group of hundreds of team members and project resources was a formidable challenge
By automating their project execution activities, the assumption was that these companies would be
killing two birds with one stone — optimizing work execution and enhancing their ability to manage
project portfolios through reporting services. Project managers were being forced to use unfamiliar and
often redundant detailed project scheduling and management tools just to help the organization collect
enough data to generate tabular and graphical views to assist them in making decisions.
The project portfolio-level reporting often failed to achieve what it set out to do, mainly because
providing value was too dependent on automating the bowels of daily work management and
incremental time reporting. It was not always all "doom and gloom" though. There were also
execution-side successes, especially when careful attention was paid to things such as change
management and where the PPM practitioners had stronger management support and championing of
the internal PPM effort.
For customers who chose a stand-alone project portfolio management system, rather than trying to
automate the activities of detailed project schedule execution, project managers could report at
summary levels into this system, rather than becoming a slave to it at the work breakdown structure
level and lower.
making their offerings available as SaaS, often with
cloud computing as the underlying infrastructure (that is,
cloud-hosted architecture); however, the time to value
is still much greater, and the adaptability is much lower,
than the competitive offerings leveraging cloud-native or
PPM SAAS CLASSIFICATION
There are three main types of PPM SaaS deployment
options at play in the marketplace — cloud-hosted,
cloud-optimized and cloud-native. Cloud-optimized and
cloud-native SaaS are the main types of PPM SaaS
offered by providers covered in this Magic Quadrant.
These service providers tend to provide their offerings
as cloud-native (designed initially for the cloud) or
cloud-optimized (whereby the underlying software has
been refactored or redesigned for cloud use). The
services provide the core functionality desired by
mainstream PPM leaders and have evolved as
cloud-based PPM services.
PRODUCT RELATED EVALUATION
Core PPM functionality (time, project and resource
management at the execution level)
What-if scenario planning
Bottom-up PPM configuration
Top-down PPM configuration
Mobile device support
Agile development support
IT PPM features and functions
NPD PPM features and functions
Process consulting options
EVALUATION CRITERIA: ABILITY TO
EXECUTE AND COMPLETENESS OF VISION
To assess providers and their cloud-based PPM services,
we consider their views of the market and their
effectiveness in areas such as product development and
marketing. We focus on an application's functional depth
and range to address the clients' priority requirements,
the provider's support commitment and capability, and
the product's direction. We also factor in past
performance. Ability to Execute criteria include product
depth/feature strength, company viability, sales
execution/pricing, market responsiveness and track
record, marketing execution, customer experience
(including service), and operations/management. We
also consider a provider's vision (as reflected in its
products and services), marketing, and expressed or
apparent strategies and expectations for the future.
Completeness of Vision criteria include market
understanding, marketing strategy, sales strategy,
offering (product) breadth and strategy, business
model, vertical/industry strategy, and innovation.
EVALUATION CRITERIA DEFINITIONS
Ability to Execute
Product/Service: Core goods and services offered by
the vendor that compete in/serve 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 (Business Unit, Financial, Strategy,
Organization): 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
Market Responsiveness and Track Record: Ability to
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Recognizing the distinct needs of portfolio-level PPM customers over those of execution-side customers,
many PPM providers built independent, stand-alone project portfolio management and analysis
components that could be sold in two ways:
As a stand-alone solution disassociated from whatever PPM software systems or applications are
being used for project execution
Coupled and/or otherwise sold in conjunction with an execution-side PPM system — to support both
PPM customer types
The PPM "Sweet Spot"
Gartner has observed a growing trend of organizations focusing on enhancing the collaboration,
communication and reporting that targets the information flow between the project manager (the one
responsible for managing and monitoring the work) and the project sponsor (the one asking for the
Sweet spot communication and reporting require a "just enough" approach to the level of detail required
to fit the audience. For example, task- and assignment-level time reporting is omitted purposely. Key
tasks or milestones or phases might be tracked, but the sweet spot does not venture any deeper into
more detailed PPM activities. The project manager is producing reports that can drive business-level
decisions and actions by the recipients, not delivering detailed activity reports. The sweet spot also
avoids pinning the hopes of the entire PPM installation on the automation and mass adoption of
processes involving project schedule management and task- and assignment-level time reporting.
Many of the providers in this Magic Quadrant support the sweet spot in many ways. The challenge is to
match your requirements with a provider and product that give you this first-line visibility without
introducing too much complexity and change management into the processes you are automating.
PPM and Agile Development Support
Without adding any new, specific functions, PPM systems have the administrative workflow "plumbing"
to be configured for agile development environments. PPM providers, however, are not pretending to be
agile development software providers or application life cycle management (ALM) providers. PPM
benefits can help development teams manage the body of work that fills a demand pipeline, and a PPM
application's workflow flexibility can support some of the communication, collaboration and reporting
nuances associated with agile development methods, such as Scrum.
Successful use of a PPM system to support agile development teams at more detailed levels is mainly
dependent on how well that system integrates with a developer's typical development processes and
environment. Developers do not want to be forced to jump from their development workspaces to an
external PPM system to record time on agile development activities. Although most PPM providers have
not fully integrated PPM processes with agile development processes to allow a developer to "stay put"
when working on agile activities with PPM reporting implications, there is a growing trend of PPM product
innovation to provide preconfigured PPM applications supporting collaboration, communication and
project portfolio-level reporting for agile development. Providers with existing footholds in application
development process software markets are already planning to provide transparent PPM functionality in
integrated development environments.
In addition, some of the PPM providers covered in this Magic Quadrant are emphasizing the importance
of tying application development activities and reporting into PPM practices supported out of the box in
their PPM products. For example, Gartner is tracking a number of integrations and partnerships forged
between PPM providers in this Magic Quadrant and providers such as Atlassian and its issue and bug
tracking Jira product, as well as Rally and its products that support agile development.
PPM, Social Networking and Collaboration
Social networking and collaboration platforms, capabilities and integration points are beginning to find
their way into PPM applications. Gartner is seeing a few different approaches to applying social
networking and collaboration in a PPM context. Some providers in this Magic Quadrant are relying on
classic and basic communication tools and functions, including issue tracking, threaded discussions,
synchronization, integration to and from email systems and applications, and other mechanisms that
have been staples of PPM software products for years. Other providers are partnering with social
networking and collaboration providers, such as salesforce.com's Chatter, Jive and Yammer. Still others
are planning or fully engaged in developing native social networking and collaboration as part of their
Social networking and collaboration in the PPM context seem more like fads that could fade away
someday, rather than become a legitimate mainstay PPM capability. But if applied in the right context
within a PPM system and project environment, the added features and capabilities could trigger viral
adoption among end users. Adoption is key to the success of any PPM software investment.
At the moment, partnerships with third-party collaboration platforms and the resulting PPM-to-social
networking integrations do not feel much different from leaving a PPM application and going into an
email system to discuss a project with team members or other constituents. That may soon change,
however, if something more meaningful and useful evolves from this introduction of social networking
and collaboration in PPM software functionality. If providers figure out the right amount of social
networking and collaboration ingredients they should add into their products to drive value for their end
users, those PPM end users will more likely stay inside the PPM software system to collaborate and
communicate, rather than leave that system to use outside personal productivity tools and services,
such as email, to hold PPM discussions.
PPM and Mobile Device Support
Mobile device support is beginning to find its way into the R&D efforts and PPM products of providers
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
the ways customers receive technical support or
account support. This can also include ancillary tools,
customer support programs (and the quality thereof),
availability of user groups, service-level agreements and
Operations: The ability of the organization to meet its
goals and commitments. Factors include the quality of
the organizational structure, including skills, experiences,
programs, systems and other vehicles that enable the
organization to operate effectively and efficiently on an
Completeness of Vision
Market Understanding: Ability of the vendor to
understand buyers' wants and needs and to translate
those into products and services. Vendors that show
the highest degree of vision listen and understand
buyers' wants and needs, and can shape or enhance
those with their added vision.
Marketing Strategy: A clear, differentiated set of
messages consistently communicated throughout the
organization and externalized through the website,
advertising, customer programs and positioning
Sales Strategy: The strategy for selling products that
uses the appropriate network of direct and indirect
sales, marketing, service, and communication affiliates
that extend the scope and depth of market reach, skills,
expertise, technologies, services and the customer
Offering (Product) Strategy: The vendor's approach
to product development and delivery that emphasizes
differentiation, functionality, methodology and feature
sets as they map to current and future requirements.
Business Model: The soundness and logic of the
vendor's underlying business proposition.
Vertical/Industry Strategy: The vendor's strategy to
direct resources, skills and offerings to meet the specific
needs of individual market segments, including vertical
Innovation: Direct, related, complementary and
synergistic layouts of resources, expertise or capital for
investment, consolidation, defensive or pre-emptive
Geographic Strategy: The vendor's strategy to direct
resources, skills and offerings to meet the specific needs
of geographies outside the "home" or native geography,
either directly or through partners, channels and
subsidiaries as appropriate for that geography and
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included in this Magic Quadrant. Many of these PPM providers are using HTML5 to connect a PPM system
to a number of mobile devices, including tablets and smartphones. There seems to be a strong
consensus among many of the PPM providers in this Magic Quadrant that building dedicated applications
for a series of known wireless and mobile devices available in the field would only create too much
overhead and complexity for them. Instead, these providers are mostly leveraging HTML5 development
to push out specific features and capabilities to mobile users of their PPM product.
PPM providers are focused on delivering three main mobile capabilities to their customers early:
Time reporting, allowing end users to report their time from mobile devices into the PPM system
The ability to approve items within a process flow of a PPM system, which enables managers to
approve, for example, time sheets or project ideas or requests, from mobile devices
Executive reporting to mobile devices, so end users (for example, business managers or project
managers) can access and view reports and dashboard information generated from a PPM system
from their tablets or smartphones
Consumers should expect slow, but continued and incremental mobile support to appear in their
respective PPM products of choice over time, with HTML5 being the main vehicle for delivering it.
Providers will be challenged in bringing more and more features and functions to mobile devices,
because the nature and characteristics of mobile devices can limit a PPM end user's ability to perform
certain functions easily in a PPM system from their tablets or smartphones. For instance, many PPM
systems up to this point have been designed to be accessible via browsers. Historically, the working
assumption was that the browser was being launched from a PC, terminal or laptop device. Tablets and
other mobile devices, however, may not always include things such as keyboards or a mouse/cursor.
Therefore, performing certain functions within a PPM system could prove difficult or even be impossible
if attempting to do so through certain mobile devices.
Reasons Why You Might Choose One of These Magic Quadrant PPM Service Providers Over an
On-Premises or Cloud-Hosted PPM Service Provider
You are looking for mainstream PPM functionality delivered as a service to support immediate PPM
process automation and reporting needs.
You do not expect to have specific needs for extensive customization or deep integration with
You are not planning to insource the functionality in the future.
The data, network, applications and levels of security offered by the provider are considered
The financial model of the service provider (usually a 12-month contract or subscription service) is
more attractive than a traditional application purchase because of length, size and/or resources
You want a rapid deployment of core PPM functionality within 30 days.
You are low in PPM maturity (Level 1 or 2 on Gartner's ITScore PPM maturity model) and want a
core set of PPM application services that will not overwhelm your end users initially but will also
provide a path forward to have the service functionality grow over time as the organization
You have a small end-user group numbering as low as 20 to 30 end users.
You have a limited budget for acquiring PPM functionality and need a way to test the waters (often
to gain additional management support for larger PPM efforts).
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Figure 1. Magic Quadrant for Cloud-Based Project and Portfolio Management Services
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Source: Gartner (June 2012)
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Vendor Strengths and Cautions
AtTask's cloud-based PPM services provide strong support for enhancing communication and
collaboration among managers and team members in a variety of project and work management
environments, including internal IT.
AtTask provides TeamHome and Stream, allowing its customers to apply social networking and
collaboration to the work, project execution activities and process automation provided in their
cloud-based PPM services.
AtTask enhanced its professional services and process consulting practices, offering tiered levels,
including Basic, Silver, Gold and Platinum. In addition, it is including remote consulting hours for
customers interested in customizing AtTask cloud-based PPM services to support their specific
needs, and to help aid in incremental adoption and maturity in PPM processes and process
Although AtTask provides basic portfolio management and reporting capabilities, it does not
provide advanced portfolio management and analysis functionality suitable and robust enough for
steering committees and PMOs in larger enterprises interested in collecting, vetting and planning
strategic programs and projects prior to approval and execution phases.
AtTask does not provide strong program management capabilities. Although it can be configured
for limited program management, customers and prospects that evaluated AtTask against their
program management requirements report that the customization involved results in less-than-
adequate functionality and usability.
AtTask's integration with Microsoft Project, specifically at the named resource level, could be
improved. When importing a Microsoft Project file into AtTask, users are required to manually map
the resources in the .mpp file to the resource records in AtTask, which may prove cumbersome in
project environments where Microsoft Project is routinely used by project managers.
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Automation Centre is unique in that it specializes in enhancing communication and collaboration
between project managers and team members using an email-based PPM platform.
TrackerSuite's cloud-based PPM features support the tracking and management of time, expenses,
projects, assets and personnel. Users can track time against different work efforts, and charge
additional time to project records in the system, such as maintenance and support efforts.
TrackerSuite enables users to allocate work at the task level and run reports for different audiences
regarding portfolios, project progress and resource allocations, and provides the quantitative
analysis and evidence needed to show resource shortages against demand.
Automation Centre does not have a partner program allowing the company to scale up its service
offerings for new customers and deployments when new business volume increases. When the
provider becomes busy with implementations, and most of its resources are working on those
implementations, a resulting backlog may delay some initial implementations for new customers.
TrackerSuite does not provide integration to ALM tools (such as Jira) or agile development tools
(such as Rally).
TrackerSuite does not provide any features or functions for program management, nor does it
typically support top-down, portfolio-level PPM configurations designed for investment planning,
capacity planning and project portfolio optimization.
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Clarizen prospects can sign up for a free trial license to try Clarizen before making any service
Clarizen's Interact capability is an email engine allowing users to define global mailboxes and
convert any email into an action, such as a new project, task, note or discussion. Users can also
execute common actions, such as submit a request, inquiry or bug report to Clarizen directly
through their email application or by using a form, without requiring them to log into the Clarizen
system to do so.
The vendor's ease of use and simplicity in UI design, along with the interoperability it can provide
through its Interact features, allow for viral adoption by end users (for example, allowing users to
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share graphical, Web-based product and/or project road maps arranged using a Gantt chart
format, without requiring the recipients to be licensed Clarizen users).
Clarizen is often described by prospects and customers as being "broad but not deep" in terms of
functionality, and this is relatively true. Clarizen provides high-level PPM features and functions,
allowing users to store and manage information on multiple projects in one centralized place.
However, there is less depth of functionality and support in core PPM areas, such as demand,
project, resource, time, cost and portfolio management, when compared to other cloud-based PPM
service providers. Where Clarizen goes deep in functionality, however, is in new and innovative
areas of collaboration and interoperability between Clarizen and other applications, such as email.
Clarizen does not allow end users enough flexibility to customize their own UI and views into
system-generated reports and dashboards. As an example, if an end user regularly views a
generated report in Clarizen, the service has adjustable column widths, but the system does not
save the changes the end user makes to the report format. Clarizen plans to add more UI and
report view customization to address these issues in upcoming releases.
The vendor lacks project portfolio features allowing end users to group projects by type and
generate multiple portfolios based on a select group of projects.
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Daptiv provides a set of cloud-based PPM application services designed to support the project
execution needs of internal IT departments and new product development organizations.
The vendor provides a long list of integration points, including (but not limited to) Atlassian's Jira,
Rally, salesforce.com, SharePoint and ServiceNow.
Daptiv recently announced mobile support, including the ability for team members to review task
lists and report time from a smartphone or other mobile device.
Although Daptiv provides some capabilities for portfolio management and reporting, it does not
provide scenario-based portfolio investment and strategy planning capabilities suitable for steering
committees and PMOs of large enterprises interested in collecting, vetting, and planning strategic
programs and projects prior to approval and execution phases.
Daptiv's remote consulting rates are premium-priced, although discounts are available for remote
services and annual service contracts. Alternative options exist in the market for cost-effective
pricing and bundles of remote PPM consulting hours.
Like many other service providers in the market, Daptiv is predominantly single-instance, is
multitenant and only offers on-premises deployment for special situations.
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EPM Live's integration of acquired EPK-Suite assets, with its SharePoint-based PPM platform, is a
strong, well-designed integration, giving PortfolioEngine customers the ability to manage projects
and portfolios using native EPM Live capabilities, but with the added improvement of doing so in a
SharePoint environment. This enables users to leverage SharePoint's document management,
workflow and collaboration capabilities as part of EPM Live's cloud-based PPM services for portfolio
EPM Live's count of new customers for each of the past three years is staggering and impressive,
with the company averaging several hundred new customers per year since 2009.
EPM Live's SaaS offerings include cloud-services branded ProjectEngine, WorkEngine, and
PortfolioEngine, providing a series of choices for customers interested in managing and reporting
on a single project (with unlimited end users), managing and reporting on multiple projects with
tiered levels of end users, and managing and reporting on portfolios of projects.
Although EPM Live provides some native support for agile development, it does not yet support
out-of-the-box integration with specific third-party agile development methodologies and tools,
such as Rally or VersionOne. EPM Live's responses to customers who reported bugs, errors and
other technical issues associated with their PPM application services have been reportedly slow,
likely because of the provider's growing pains, having absorbed an acquisition, integrated the
acquired assets with its base technology, rebranded its product line and recast its SaaS model — all
within a span of 12 to 18 months.
EPM Live's single-instance, multitenant PPM services featuring the integrated applications it
acquired from EPK Group are relatively new to the marketplace, having been formally launched in
the second half of 2011. Until use in the field accelerates, there is not enough complete customer
experience data available to determine the strengths and limitations of PortfolioEngine, when it is
delivered as a service.
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Innotas provides a single-instance, multitenant, cloud-native set of PPM application services,
driven by a distinct, near-exclusive focus on supporting project and work management in internal
The vendor introduced a SaaS-based data integration platform as a complement to its PPM
application services, to provide its customers with support for data integration and staging between
its PPM services and its customers' third-party IT systems. Integration points include connections
to Rally, Jira, Zendesk, Remedy and UserVoice.
Innotas demonstrates its ability to scale with recent customer wins involving several hundreds of
users per deal.
Innotas does not readily target product development teams, nor does it provide new product
development (NPD) PPM features, such as ideation or funding stage-gate workflows or
methodologies specific to controlling time, people and money when prototyping or pursuing new
Flexibility in customizing reports in Innotas to suit the specific needs of end users may be limited.
However, Innotas' native reporting services recognize and uphold all the access rights and levels of
any defined user of Innotas' PPM services, ensuring that users can only access the data they are
entitled to see when they make calls to the database.
Whereas some cloud-based PPM service providers will make limited exceptions for customers
asking for an on-premises or dedicated instance implementations, Innotas is solely single-instance,
multitenant and does not honor such requests.
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Instantis' cloud-based PPM services focus strongly on top-down, portfolio management capabilities.
In doing so, the PPM services enable customers to define top-down strategies and success metrics
The vendor strikes a balance between internal IT and non-IT PPM scenarios (such as product
development organizations) for organizations interested in using the service for multiple
Instantis introduced EnterpriseStream, a native social networking and collaboration capability
embedded in its PPM services. It allows users to collaborate and subscribe to projects, and follow
their progress anywhere in the system, without requiring them to leave Instantis to access a
third-party social networking or collaboration provider's services.
Although Instantis lists a number of integration capabilities through a partnership with Pervasive,
its own Web service APIs, connectors to third-party software (such as Microsoft Office and Microsoft
Project) and its cloud-based services have not yet been integrated directly with products such as
Atlassian's Jira or Rally's agile development tools by customers in the field — two PPM integrations
of interest among internal IT departments.
Instantis recently introduced resource capacity planning and what-if scenario planning capabilities.
These features, however, are relatively untested in the marketplace, and there has not been
enough field data available to identify the strengths and weaknesses of this newer capability.
Instantis recently added UI improvements, such as in-line editing of a project schedule, but
customers would like the overall configurability of the application to improve, giving them more
control over the placement and population of user-defined fields without requiring customization.
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One2team, a French PPM provider, is a bit unique in that its cloud-optimized PPM services are
designed mainly for enhancing communication and collaboration among steering committees,
business managers, or program and project managers.
One2team's PPM services include a foundational, collaborative environment connecting committee
members, managers, and program or project leads to help them communicate while they manage
transformational projects, as well as IT programs and projects.
Key features include the ability to track milestones, demand and risks, as well as generate reports
with data from One2team or third-party data sources, and track and manage documents, actions
and deliverables. Dashboards and integrated report views are also included, and One2team
recently added an integrated resource management tool for IT portfolio management and
enterprise PMO scenarios.
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One2team does not provide integration to ALM tools (such as Jira) or agile development tools (such
as Rally), although some native agile development support is included as a feature.
The vendor provides basic support for mobile devices; whereas, the market is embracing and
making heavy use of HTML5 development to drive mobile support for time reporting, approval
capabilities, and access to reports and dashboards into their PPM application services. One2team
does, however, provide a generic application for mobile device support.
One2team does not provide strong workflow capabilities in its product — an area customers would
like improved — including functionality such as graphical workflow modeling and configuration for
designing and launching new approval processes and workflows easily in the system.
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Onepoint Software is unique in that it provides a commercially available, open-source, cloud-based
In addition to its main SaaS hub in Europe — featuring a single-instance, multitenant, single
database architecture — Onepoint launched a separate SaaS hub positioned geographically to
support potential SaaS PPM customers in the Americas.
Recent notable improvements to Onepoint's PPM services include mobile support via HTML5-based
mobile UI, Jira/GreenHopper synchronization (with bidirectional synchronization currently in
development), native project communication features, and added risk and portfolio management
Onepoint only supports Jira/GreenHopper, but does not yet provide out-of-the-box integration with
third-party agile development methodologies and tools (such as Rally or VersionOne), which are
emerging integration points of interest among internal IT departments.
Onepoint does not provide direct integration to third-party ITSM systems such as BMC Remedy or
As an Austrian-based PPM provider, Onepoint's initial focus has mainly been on the European
SaaS/open-source PPM market, but this may soon change with the recent introduction of a SaaS
hub positioned in the Americas to attract new customers and tap into new market opportunities as
part of its strategy to become a global provider.
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PowerSteering provides strong top-down, portfolio management cloud-based PPM application
services supporting internal IT and NPD project environments.
The vendor added an interactive dashboard to its cloud-based PPM services, with features designed
to enhance program visibility ad hoc analysis — including the ability to sort, filter, group and
summarize data, as well as resize and reorder columns.
PowerSteering 9.2, released in January, includes added resource utilization reports, allowing users
to compare planned versus actual resource utilization across projects.
Although it introduced resource capacity planning and what-if analysis features via its Project
Central and Interactive Dashboard capabilities in the second half of 2011, PowerSteering does not
provide the ability to compare different project/resource scenarios when performing what-if
analysis. The 10.0 release planned for the second half of 2012 will introduce scenario comparison
PowerSteering does not yet provide an integration with Atlassian's Jira, an integration point of
interest among internal IT departments. This is being developed for recent customers.
PowerSteering provides only basic support for mobile devices, whereas the market is embracing
and making heavy use of HTML5 development to drive mobile support for time reporting, approval
capabilities, and access to reports and dashboards into their PPM application services.
PowerSteering plans to address this in the future and will introduce an open API for building mobile
applications connecting to the PowerSteering platform.
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Project Objects — a portfolio-focused PPM provider with operations in Ireland, the U.K., Italy, India
and Brazil — designed and launched a single-instance, multitenant environment to deliver its PPM
functionality, shifting its focus from on-premises-only deployment and more on cloud-based PPM
services. This will enable Project Objects to expand its business and introduce its services to the
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greater European PPM marketplace.
The vendor's cloud-based PPM services offer flexible contract options for customers, who can
choose to limit the length of SaaS commitments to Project Objects to three-, six- or 12-month
SaaS agreements. This enables customers to test the waters with Project Objects and determine
later whether they want to sign up for longer terms.
Project Objects added a Stage & Gate module to support project life cycle management and
process automation for demand management, as well as Workload Analysis and Management
Module with Resource Net Availability Analysis/Views capabilities, an Advanced Resource
Replacement Algorithm based on matching criteria and resources net availability, enhanced
demand management features, and a configurable dashboard.
Although it has an aggressive product development plan for improving its support for internal IT
departments interested in PPM, Project Objects does not yet provide integration to ALM tools (such
as Jira) or agile development tools (such as Rally).
Project Objects does not provide strong collaboration or social networking capabilities as part of its
PPM application services.
Project Objects' past growth seems to have been limited by its primary focus as an on-premises
PPM provider. However, with the introduction of a single-instance, multitenant PPM service, the
company is expected to expand its reach beyond its initial target markets via SaaS.
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Tenrox's PPM services provide strong time reporting and resource management capabilities for
project teams interested in enhancing communication and collaboration between project managers
and team members in a project environment.
Tenrox's graphical workflow engine provides project workflows to integrate project requests,
approval and execution within one system object, enabling users to view, manage, rank, filter and
sort projects based on specific attributes, key performance indicators or user-defined fields.
Other recent improvements to Tenrox's cloud-based PPM services include multibrowser support
(Mozilla Firefox, Google Chrome and Apple Safari), as well as split views within its project planning
features, so users can edit and maintain tasks, resources and assignments by navigating through
the project and task hierarchy, and make changes as required within each task, rather than
navigating away from the main task list.
Tenrox does not readily target product development teams, nor does it provide NPD PPM features,
such as ideation, funding stage-gate workflows or methodologies specific to controlling time,
people and money when prototyping or pursuing new product ideas.
The vendor does not provide top-down, portfolio-based investment and strategy planning suitable
for steering committees and PMOs interested in collecting, vetting and planning strategic programs
and projects prior to approval and execution phases.
Tenrox does not yet include out-of-the-box integration with third-party agile development
methodologies and tools, such as Rally or VersionOne — emerging integration points of interest
among internal IT departments.
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VCSonline is unique in that it offers both a typical "per-named-user, per-month" pricing model, as
well as a rare, tiered enterprise SaaS pricing model for its customers.
VPMi provides a standard set of project and resource management features and functions to
enhance the communication and collaboration between project managers and team members at a
Recent updates to VPMi include support for Chrome, the ability to replace resources on multiple
projects, a resource manager dashboard and single sign-on via SAML 2.0.
VCSonline does not readily target product development teams, nor does it provide NPD PPM
features such as ideation or funding stage-gate workflows or methodologies specific to controlling
time, people and money when prototyping or pursuing new product ideas.
VCSonline does not provide strong top-down, portfolio-based investment and strategy planning
suitable for steering committees and PMOs interested in collecting, vetting and planning strategic
programs and projects prior to approval and execution phases.
VPMi does not yet include out-of-the-box integration with third-party agile development
methodologies and tools (such as Rally or VersionOne), which are emerging integration points of
interest among internal IT departments.
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Vendors Added or Dropped
This is a first edition of this Magic Quadrant.
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This is the first edition of this Magic Quadrant.
Regarding the Treatment of PowerSteering and Tenrox as separate companies: On 15
February 2012, Silverback Enterprise Group announced the acquisition of both Tenrox and
PowerSteering. Because the acquisition took place only a few months before the timing of this Magic
Quadrant, Gartner is evaluating the two companies and the two respective PPM offerings separately.
Although PowerSteering and Tenrox have begun the integration of the two companies and products, any
resulting combination of employee bases, financial reporting, sales, marketing and meaningful product
integrations, as well as any resulting joint sales or cross-selling to separate installed bases in enterprise
software markets, take typically 12 to 18 months to achieve.
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Inclusion and Exclusion Criteria
We review and adjust our inclusion criteria for Magic Quadrants and MarketScopes as markets change.
As a result of these adjustments, the mix of providers in any Magic Quadrant or MarketScope may
change over time. A provider appearing in a Magic Quadrant or MarketScope one year and not the next
does not necessarily indicate that we have changed our opinion of that provider. This may be a reflection
of a change in the market and, therefore, changed inclusion and/or evaluation criteria, or a change of
focus by a provider (see Note 4).
The providers in this Magic Quadrant for cloud-based PPM services meet and/or exceed the following
PPM service must primarily support internal IT PPM.
PPM service must have been generally available for at least three years.
The PPM service deployment mode is significantly of cloud-native and cloud-optimized PPM
As a standard way of doing business, the provider's main business model involves offering
short-term contracts that are usually 12 months long. Allowances are made for multiyear
agreements where applicable.
Deployment times average between two weeks and 30 days.
These providers will support as few as 20 users per customer (sometimes even less) but can also
scale up to support some cases involving hundreds or thousands of users.
Seventy-five percent or more of the provider's installed base is typically on short-term, 12-month
subscriptions, involving a multitenant environment. PPM functionality is mainly deployed as cloud-
native or cloud-optimized application services.
Providers must have $10 million in annual revenue or significant financial backing.
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Ability to Execute
Product/Service: Core goods and services offered by the provider that compete in/serve the
defined market. In addition, this includes current product/service capabilities, quality, feature sets
and skills — whether offered natively or through OEM agreements/partnerships, as defined in the
market definition and detailed in the subcriteria. Higher marks are given for ease of use, balanced
with functional depth, at a cost-effective price. The vendor offers a low cost of entry. A heavy
emphasis exists on the amount of PPM functionality, as defined in this research, that the product
can provide against the price points offered by the provider and in relation to other products in the
market. Scalability of the application at the team member level — including downward toward
very smaller user groups (fewer than 30 users) and upward toward very large user groups
(thousands of users). The vendor offers SaaS contract models and flexibility, as well as
cost-effective process consulting and other services.
Overall Viability (Business Unit, Financial, Strategy, Organization): 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
Sales Execution/Pricing: The provider'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 and Track Record: High marks for opportunistic providers that can
respond quickly and change development and/or company direction to meet the needs of an
evolving marketplace. Providers should be flexible and achieve competitive success as
opportunities develop, competitors act, customer needs evolve and/or market dynamics change.
This criterion also considers the provider's history of responsiveness to customer requests.
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