What is our primary use case?
We have historically used it for resource management and project, so, work management. They're maturing different pieces of the resource management and the work management to leverage some of that. Other use cases that we've started with would be planning, strategies and outcomes. We have it initially built out from a beginning use case and continuing to mature that as we roll out some change in the organization of moving to a strategically managed portfolio, not just a tech portfolio.
How has it helped my organization?
The more we have access to data and being able to portray the reality of the situation, as long as people are managing the data right, we have more opportunity to make data-driven decisions as we move forward. As we look at what's happening in a project and its execution throughout the lifecycle, its understanding where they're at, what they're doing, what challenges they are having, and what their forecast looks like. Are they going to be able to meet some of those milestones, or do we think that the data says they may have some challenge? And then we can ask the anecdotal and the non-data-driven questions about what's happening. It helps us drive to ask more pointed questions and dialed-in conversations.
Enterprise One has helped with the prioritization of projects through alignment with strategic objectives. That's what we're getting to implement now. We're working through the hierarchy and the alignment piece right now with our executive leadership. And what I'm excited about is we'll be able to show them the alignment in data and reports. As we move through the planning process, it's not just being tracked outside of that and it's not just conversational, it's about understanding what they're wanting to do, how it aligns, and then not only the strategy but the outcome because that's the important part.
We can determine if something is our strategy, what our desired outcome is, then how it aligns, and how it is going to add value. I'm excited about what it's going to bring into our planning as we move forward from here. This was something I've been looking forward to for quite a while, so I'm glad we're turning the corner to implement that.
What is most valuable?
A lot of of the value is around the project metrics so far but as I get more plugged into the strategic management, it's strategic planning and programs and then tying that into outcomes. I work with executive leadership and that's really what they're looking for, to say, "Okay, what outcomes do we want to achieve and how are we going to get there, plan that out, sequence that out, and then get the work to do that? And then track the work back to where we're headed with our outcomes."
A lot of seeing what stage work is at is based upon how you instruct people to build them out. As far as the tool, the tool has the capabilities, it's just getting the people to make the right choices in how they set up and then manage the data. That's always the challenge.
It does a great job with forecasting remaining effort. The dependency is on the people and the process. With whom the people are managing, what their future plan looks like so that the forecasting can be accurate. It's about the due diligence and the work between the resources, resource management, and project management to say, "Here's what our schedule is. Here's the work remaining." And as long as that's being managed, it's great.
The resource capacity helps us look at not only our future forecasting and what we need to do from a resource standpoint, but we can go back and see what we used. We can even leverage historical to understand what our future might look like and find the balance there. It helps us do both.
Its ability to create summary reports across multiple projects is great as long as you're managing the base data correctly in the roll-up. I love a lot of the out-of-the-box reporting that they have and the ability to manage the configurations within our team. To be able to say, "Okay, we want to show this or we want to slice by this." And being able to be flexible in that.
The reporting options are great because not only can you have so many out-of-the-box, but you've got the abilities to use Power BI, pull down things in Excel, and do portfolios. There are all kinds of different ways to manage data.
As we transition into using the strategies and the outcomes, I'm very excited about some of the strategic dashboards that are out there. One of the things that we've started looking at are TreeMaps. TreeMaps have taken an interest in our leadership to see the distribution of some of the information and just by showing it in different ways. The only thing I'd say is that it would be nice to see some of the TreeMaps, not just on strategy, but on other data elements too.
It provides end-to-end work management for the full spectrum of types of work in one tool. Historically, we've been just doing technology data, tracking, and reporting, but as we shift into the strategic management, I'm excited about the opportunities to be able to manage all work, not just tech work. We'll be able to track and understand where we're at with milestones towards our outcomes. We're looking forward to the system transition there.
It's quite flexible, depending upon how the organization chooses to use it, which I think is great. There are some different ways that we've chosen to use it that maybe down the road, we may flex and change that as we go forward. I like that there's an opportunity to use it and partner with Planview to understand what your use cases are and what's the best way to manage through that.
It can go through and group together in a strategic program on the strategy side. We've chosen to implement it so that it ties up there and then manage the initiatives. And you can see then the attachment and the roll-up, so it's an association. It sounds like there's maybe some more coming as we look at some more flexibility. We're able to drill down to details underlying the consolidated information.
It's helped us drive awareness into what's going on and then being able to manage our completion rates better.
What needs improvement?
We've been using it for a while, so it's about maturity. It's about being able to build out things in Agile groups and teams and some of that. Then really trying to drive into the direction of Lean Portfolio Management and more Agile program management, I think is where we're heading.
For how long have I used the solution?
I have been using Enterprise One for three and a half years.
What do I think about the stability of the solution?
The stability has been great. I haven't noticed any issues as far as that goes. I think anything that we've had any challenges with has been handled very quickly and it's usually in an off-hour. I haven't noticed any issues personally.
What do I think about the scalability of the solution?
The scalability has been fine from a user standpoint. We haven't had any issues. Our biggest thing is as we switched our contracting, we looked at FLEX licensing and I think that's going to be a huge asset for us to be able to have much more flexibility in bringing people on and having roles go up and down, versus a contracted set number of roles. That'll help.
In terms of increasing our usage, we're pretty early in our expanse of the capabilities. A couple of years ago, I walked through the capabilities with our leadership team and road mapped out from a portfolio standpoint what I'd like to see us leverage across the organization for me to be successful in strategic portfolio management for the organization.
We're working down some of those implementations and those capabilities. We started by ensuring that we were reset and set up well on the handful of core capabilities. We'll continue to build that out as we go and mature. I love the roadmap of where they're headed with capabilities and what they're offering organizationally. It aligns with where we're headed in our organization too.
How are customer service and technical support?
I don't personally use technical support but our administrator does. I know that we've been plugged into conversations that she's facilitated with them. Some of the times we have to just ask them to contact us because it's much easier to have a conversation about it versus what we think is wrong and what we're seeing in our scenario.
Which solution did I use previously and why did I switch?
I'm not sure what my current company previously used but where I had worked previously, at my other employer, we used Clarity. That was the only other tool that I had used. They're similar to a certain extent, but what I see with Planview is where they're headed and how they bring things together, more than just what I understood Clarity to be doing when I last used them. Keeping up with where things are headed.
How was the initial setup?
Since they've gone to the regular releases, the initial setup is pretty straightforward. I don't know that we were doing a good job of managing regular releases when it was major releases. It became a little bit more of a struggle there as we got caught up in our releases. Now that we are managing on a regular, monthly cadence, it's so much easier to take an increment than it was, skipping major upgrades and then trying to figure it out.
Upgrades are done overnight. We get it for a week or so to play in the sandbox and validate it, then they process it overnight, and then we're able to leverage it the next day. It's a very quick turnaround.
Because it's so component-based, there has not been a huge strategy that we've had to do from an implementation standpoint, but as we look at being able to deploy or mature some of the capabilities, then that would tie into the strategies at those points.
What about the implementation team?
We've only used Planview's global consulting services. We haven't used an external company to do that.
For maintenance, we have one main owner of the application with her back up, so we've got two people that support Planview overall for our organization day to day. They're application owners.
What's my experience with pricing, setup cost, and licensing?
We're looking at the FLEX licensing or the partner licensing for our renewal. Where we are looking at having access to all of the products in our contracts so that as we decide to continue to build out the capabilities and make changes, we have access to their other products as well.
We've got PPM, but we're not holistically using that a ton yet. As we build out our business architecture and enterprise architecture, we've got that and we've got the ability to use it. One that interests me from a portfolio standpoint is the connectivity to Azure DevOps, potentially LeanKit, and Lean Portfolio management capabilities that way. It's on the roadmap.
What other advice do I have?
A big lesson for the organization was not to so prescriptively narrow their opportunities. The way they had it configured prior to me coming on, they had shut themselves off from being able to implement feature capabilities because they had driven out so many restrictive requirements that some of the things couldn't be leveraged.
We've been understanding what the capabilities are and where we would like to be, and having a different conversation with Planview when we partnered with them and their global consulting services, to understand what that roadmap looks like, so that we could be guided a little bit better about what to implement and when, and how it might work together as we move forward.
My advice would be to be open to the possibilities and not tying yourself too closely that it has to be a certain way. Be open to understanding where you'd like to head and then how that all needs to come together, and leveraging the opportunities that way.
I would rate Enterprise One a nine out of ten. We really like the tool and a lot of the possibilities that are there. We've really connected with our support, consulting, and even our sales staff. As we've worked with other partners and conversations throughout the processes, we've really had an enjoyable experience with them as we've gone through our transition. Not only that, we like using what we see every day.