What is most valuable?
- Project list: exporting in excel for dashboard and other reports
- Advanced reporting: new feature used for simple reports and dashboards that can be scheduled, which has made project data much more accessible and timely
- Ideas: input and tracking of ideas
- Task list (within the project functionality): used by us to track project stages and deliverables
How has it helped my organization?
The near-immediate benefit was having all projects in one place. It has allowed for standardisation of reporting and statuses, and improved visibility across the organisation - particularly to senior management. The aggregate reporting that this enabled elevated our position in the eyes of senior management, as it has allowed us to provide more-informed, data-driven recommendations.
What needs improvement?
Their agile solution is separate from their PPM solution, and really should be available together. Also, integration capability with larger financial and resource management systems would allow more organisations to benefit from their portfolio functionality much earlier.
For how long have I used the solution?
I have used it for five years.
What was my experience with deployment of the solution?
Ironically, since going to the on-demand solution, we have had some inexplicable data and behaviour on our projects. The performance improvement that was promised was not as evident.
How are customer service and technical support?
We took their 'on-demand' solution earlier this year. While it has been useful to just 'get to the problem' without having to get our SI involved, we are finding the amount of effort with their help desk trying.
Which solution did I use previously and why did I switch?
We did not previously use a different solution. We were collecting singular project status reports on MS PPT, with little to no aggregate reporting.
How was the initial setup?
Initial setup was fairly straightforward.
What about the implementation team?
It was implemented by a vendor team. A huge lesson for us is to have our processes well defined - and preferably in use - before implementation. Because our PPM capabilities were so immature at the time, our team made many assumptions about how we would use the various functionalities and had those all implemented from the start. We have had a three-year journey of trying to roll this back.
What other advice do I have?
Two pieces of advice:
- Make sure that you have clear and defined processes prior to implementation.
- Insist on an experienced and knowledgeable SI from CA PPM. They are worth spending the money on, and their advice, particularly on best practices, is invaluable.
There is a lot of potential for portfolio management functionality. However, integration functionality with other financial and resource management tools would go a long way, as it would allow for the input of the required information needed for portfolio management. For large(r) companies with established / preferred financial and resource management systems, it is unrealistic to expect them to move (quickly) to a new tool. For us, this has meant not using the portfolio management functionality at all.