Today is a very exciting day both for Planview, and for our new friends and colleagues at Projectplace. Today we announced the acquisition of Projectplace, a Stockholm-based leader in the project collaboration market. Obviously we are still Planview, but why the “new”?
Let’s start with what’s still the same. True to our 25-year roots, Planview continues to be committed to a single vision of helping our customers optimize their limited resources through portfolio management. “It’s all about the resources” still rings true, but in an even more exciting way than ever with the addition of Projectplace. Continue reading
How Research, Analysts, and Experts Have Reached Consensus on Technology Requirements for Services Organizations
During the Field Services Summit, Planview’s services market expert, Steve Beaumont presented his report, Resources as Revenue (available for free download here), that is a compilation that ties together the latest research from Aberdeen Group, Service Performance Insight, WBR-Field Services Europe, and the Technology Services Industry Association to pinpoint how the latest market concerns have put these new market trends into the spotlight: Continue reading
Recently Jerry Manas, best-selling business author and senior editor at Planview talked with Patricia M. Schneider, Director/Program Director from the University Technology Office IT Planning and Programs division at Arizona State University (ASU).
During their webcast, “Streamlining Planning and Programs at ASU: Improving Demand Intake, Prioritization, and Visibility with PPM,” Pat explained how the PPMO at ASU came together to solve some key challenges that may sound all too familiar: they had no central point of contact for work requests; had no way to plan and prioritize and plan the work that came in; lacked a good understanding of their available capacity and a way to capture the financial data around their IT spend. Continue reading
You don’t have to be a history buff to appreciate how Napoleon applied methods in resource alignment, enablement, and communication, which are startlingly relevant to today’s organizations, to achieve breakthrough success against all odds.
In a recent webcast titled, If Napoleon Had Planview: Timeless Lessons in Portfolio and Resource Management, best-selling business author, Jerry Manas provides a unique and lively look into how Napoleon managed a portfolio of improvement projects that transformed a struggling country with a weak economy into the world’s most powerful empire in this now on-demand webcast. Imagine how much more efficient Napoleon would have been if he had the power of project portfolio management (PPM) solutions to better select, balance and align his strategic objectives.
Find out how current day PPM solutions and methodologies could have helped Napoleon better manage his portfolio of projects and resources and how these tried and true solutions can help you to better: plan, lead your people, manage risks, and understand the terrain in your organization. Continue reading
Nearly forty years ago, the concept of “lean” production ushered in a renaissance in the manufacturing industry. The introduction of robotic gear resulted in lower costs alongside better and more predictable quality. This came in union with new ways to eliminate the costs associated with idle inventory and the peaks and valleys of demand on resources and materials. Continue reading
Where Are You Today? Where Are You Headed?
Last week at the RallyOn annual user conference I presented Unlocking Business Agility in Multi-Methodology Environments, describing the challenges faced by organizations that rely on a mix of traditional and agile execution, and how Planview’s partnership with Rally can help with those challenges. On my plane ride to DC, I imagined the response to this thirty minute treatise being somewhere on the scale of crickets to “cool story, bro”. Fortunately the audience was accommodating and graciously tolerated my crackly voice, shot from coaching my twin 9-year-old sons’ baseball team through the Texas State Championship tournament two days prior. A few key observations from my session and the conference in general: Continue reading
Recent research from Margo Visitacion, vice president and principal analyst, Forrester Research, Inc. supports the concept of “The Concierge PMO” – aka the group with “all the answers”. She describes a new age of the customer where PMOs focus is now shifting to accommodate a more broad view of their organization in order to provide better strategic advice to their stakeholders. Do you agree this is an accurate description?
Jerry Manas, best-selling business author and senior editor, Planview PRISMS best practices, recently hosted a webcast with Margo to examine this concept of The Concierge PMO more closely. Margo made her case by sharing insights including how a great PMO is like a concierge and: Continue reading
PPM for Professional Services Organizations is used to Manage 1,700 Billable Resources and Support New Business Evolution
The transition toward meeting the client expectation of deliverable-based billing – as opposed to the more typical, billing by time and materials – is a common issue within professional services. Within a wide array of industries, whether as an internal, embedded organization or a stand-alone project-based business, client expectations are challenging PSOs to be ever-more diligent in itemizing the exact number of billable or field hours toward a specific milestone.
NASCO needed to do just that and make this transition with limited resources. They did their research and realized that their current implementation of Planview Enterprise (that was being used to manage their resource management and capacity planning of their billable IT services) had, not only all of the information they needed, but also the reporting and invoicing capabilities that could be leveraged to accomplish their goals. Continue reading
In a recent Wired Innovation Insights article, Planview’s CEO Greg Gilmore shares Planview’s transformation from a “traditional” on-premise software company to software-as-a-service (SaaS) delivered in the cloud. He discusses the fact that this type of business change is not only affect technology or the product, but instead touches every aspect of the business.
The article embodies the company’s six-step approach to reinvention. It provides unique recommendations including moving from a perpetual to a recurring revenue model to a SaaS business changing to establishing metrics – all of which contributed to a successful transformation to the cloud – often a tricky venture for many established software vendors. Continue reading
During a recent Field Services conference, I asked the audience to make the following calculations:
- Multiply the Average Billable Hourly Rate (or Cost) per person and the Average Number of Hours that person should be “off bench” per year. (When we looked at industry averages, we came up with $200/person X 2,175 and came up with $435,000 that represents how much an individual would contribute to the company’s bottom line if they were 100% utilized.)
- Now multiply that amount to the number of full-time, client-services personnel.
- The last thing we did during our exercise was then to measure how much a 1% improvement on their current utilization would impact the company.