Broadcom Clarity Reviews

The use case is for us to be able to use PPM for its "true" program and portfolio management. We have not used it like that in the past. We want to get back to using it the way it was originally designed.

I would say to date, because we are on version 14.4, it has been doing what we need for it to do. We are looking forward to moving up to 15.3 with more of the capabilities.

It is easier to use than most other products that are out there. It will provide us the transparency we need in our organization to see how work is being managed and moving along.

We are also trying to do an integration with Agile Central because we are moving into that transformation. For us, it will be interesting to find out how we use both systems: Who is in what system, who is in the other system, and how all that data will flow.

The most valuable feature is the portfolio management tool and the new project management, and the way it will all look from the user experience.

We are so configured and so not out-of-the-box that we have not been able to utilize a lot of the functionality because we are so customized. It does not work like we would like for it to work, but we know that we are mostly responsible for that. We want to move away from this and move back to industry standards.

If you want to transform to agile, these are the roles that should be in agile: 

• You need your scrum master.
• You need your team. 
• These are the ways it should be mapped into PPM.
• This is the data you will want. 

It is almost like giving us those little details that we all kind of scratch our head and go alright, how would we do that? They have tested this. They have gone through lessons learned with other companies. Share that, so we are not making the same mistake.

They should say, "Hey, we have companies that did this. It did not work. You might want to consider doing this." Almost like a little cheat sheet on how to bring the systems together and things to think about. Because, like our company, we didn't know what we didn't know yet, so we are taking very infant steps and we are getting stuck on some really simple questions that I am sure that CA has resolved. 

However, we want to know. Share them with us!

I do not see any issues. I think if you were to ask my application manager, she said they have had some downtime issues. I am not on that side, so I have not seen any problems.

There are some performance issues in our financial areas, but we are not using the out-of-the-box financials. We are using our own. So, we have to kind of rip that out and put ours in. In that specific area, we have been asking and we are trying to get some stuff optimized, because it just takes a long time to get data.

I know our application manager is working with the technical support team. They have been trying to look at doing some things, but I have not heard what solutions they have been coming up with.

In the community, I do not see a lot of answers. A lot of people asking lots of questions, but I am not seeing a lot of answers come through.

We were on an older version of Clarity, version 9.

I was there in the initial set up of our upgrade, so we upgraded to 13.4 and I was part of that.

It was not straightforward. It was complex because we pretty much upgraded from our old version. We could have done a lot more out-of-the-box functionality, but we chose not to.

It was hard. Even the lessons learned from CA were like, "Wow," this was a lot bigger than we thought it would be.

We have different tools that we use at where I am at, so we use different PPM tools, but the goal is eventually to move us all to CA PPM. It is just because we are using that as more of a global tool. Some of our other areas of our company use different tools, and we are just trying to get them off of that and really focus on using the PPM tool.

Make sure you have a really good roadmap of what you want the tool to do for project and portfolio management, which is really what it is supposed to be doing. From a financial, what kind of data you would think. From a resource management, what you expect. There are other systems, like PeopleSoft. A lot of people use PeopleSoft. That is your true resource management system. It should not be used as a PPM. For finance, a lot of people use Oracle, and other things. That should be your sources system, it should not be PPM, so do not make PPM more than it is supposed to be.

Use the other source systems to feed data into PPM to get what you are looking for from a financial transparency of the work that you are delivering. That would probably be the number one thing, because we did not do that.

Then I think the number two thing is you have really have to get with a partner that knows the industry and does not just say they know the industry. They can actually give you the data to back it up.

Most important criteria when selecting a vendor: I need a vendor that will partner with us. Not just show us a new shiny tool, then walk away and we have to figure it out. I need somebody that will teach us to crawl first, then walk, and finally to run. Being there all the way with us. Not giving us a nice presentation and then we are on our own. That is where we will kind of get stuck.

The best thing is one single source to capture all our IT project information. We are a very big company all over the world. We have all the data in one spot. The product is easy to access, easy to compile and pull up reports, with everybody working to the same tool. Training makes it easier. There are other things that we can add-on or we can expand upon. Because we're going to be implementing Agile, Agile Central, there are benefits of using the software as a service (SaaS) as a service platform We don't have to accommodate physical infrastructure for it. It's maintained on the cloud. People can access it anywhere. It makes it a lot easier too. We have people all over the world. I'm sure cost is probably a big benefit as well for us overall.

We are still early on. For the leadership, they see it as, perhaps, a more accurate way of gathering information for their decision making and as a single source. They don't have to go to every site and ask questions, try to gather and compile data from different sources or different Excel spreadsheets. We can collaborate with various teams running projects or portfolios around the company and we can gather data in different ways. We are using fields such as master programs. If we have major programs for the entire corporation, then we can compile and see what everybody is doing that is actually effecting, or not effecting, those programs. We make sure that we leverage resources and that we're not doing redundant work. If we have people working on the same things, why do we have different teams working on similar items? Maybe we could just put them together or maybe we can reapply those resources.

It helps us align to the overall business IT strategy. We had a bit of a restructuring and reorganization. We also try and demonstrate to the business the added value that IT has. I think this is a good way of being able to manage our own resources, and show that we are adding value to the organization.

We're pretty new so I don't know all the capability that the tool has. From what I'm hearing here, I see there's a lot more capabilities. We are running with version 14.3, straight out of the box. I don't think I've explored everything it can do. I think one of the things that I would like to see is more workflow. I would like to see more ability to send out communications from the tool, feedback to remind people, and let them know the things that they need to do. That would be very helpful. There are a lot of fields in the tool. When people first see it, they are overwhelmed by the magnitude of it. It probably could be more customized and configurable to the site so that we don't throw the stuff out there and people get overwhelmed by it. At the same time, I know it gives flexibility. I think it probably can be managed. I just don't have the technical side of it to see if we can do that.

We just started using it in May.

I think the stability has been pretty good. I really haven't had any issues with it. I see, from coming here to this event, that it's very widely used. I didn't grasp the magnitude of it. It has been used for many years by many companies. It's something that's been around and it's not something new. It's been proven and tested.

I think scalability has been easy. I think it works well. We have almost 3,500 users and licenses around the world. I think it was an easy transition to do that. I look forward to see how we can do this with Agile Central because that's the direction we are going now.

We have folks inside our group, our liaison, that deals with technical support. I haven't had to directly deal with the folks in CA. I think our folks, internally, are doing a good job. I think we probably need more internal resources or maybe have a direct link to those technical resources. I think that was, maybe, an internal way that our company is trying to handle it. Instead of having everybody going directly to CA, we want to have a middleman to whom we can funnel our issues.

We were using a SharePoint site in our Aerospace Group and our SBG, our Strategic Business Group, which is Aerospace. We had another couple of homegrown applications, the ones that were used for the financial piece of it. Now that we're going to this tool, it's great because it offers a lot more flexibility.

I was involved a little bit towards the tail-end of the installation. I was definitely involved in delivering training to our users because we had different business groups.

in-house team

There were some other tools we tried. I was not at that startup. I think it we looked into Accolade because I think that's being used by the Aero Engineering Group. We do have JIRA. We've tried moving to JIRA and I don't think JIRA had all the flexibility and the robustness that CA PPM does. To me, why even go there?

I think we moved to it fairly quickly once we got going. I think it's easy to move to. It seems to offer a lot of advantages, tools, and functionality. Just try it out. The company has been around and the solution has been used for a while. It's been proven and tested. It's not something new. Just give it a try.

We are the support team that administers the PPM tool, currently addressing over 3,000 customers in 28 different business units.

PPM is awesome. We do have an on-premise system and we use our developers that we partner with, both CA and one of the consulting agencies for them, to make sure that we're implementing things correctly and taking on things as they come.

Right now, it's the PPM piece of it, the scheduling, the Gantt, the task view. It gives that full visibility to the team. But we're wanting to take that further and start building upon the financial piece of it, doing extracts from contractors to employees, to determining resource planning and future planning, and doing "what-if" scenarios.

I think the biggest benefit right now is the reporting. It gives that quick visibility and it's consistent data; versus everybody just trying to go out there and look at their own individual pieces, looking at it as a whole.

We're looking at adding the Agile piece to it. I want to make sure that that integration is very smooth. And I'm here this week, at CA World, to see how that's going to play out for us. So, it's understanding, when we have multiple customers using both Waterfall and Agile, how that can come together, because we are still supporting HR, finance, and business planning for their outputs. Regardless of your methodology, we're going to be giving them streamline information.

Stability is awesome. Not to criticize any other tool, but we actually have some customers right now that are migrating from another tool because that tool has been down so often. Part of our success, we believe, is that our team administers the tool, we don't give out administrative rights to our customers. It's fully owned by our team, but we have a 99% "up" rate so we're very excited about that.

It's nice that we have the options. We try to tell our customers not to "drink from the fire hose." It's important that they start off and have some discipline before they take on more. They come to CA World, they see all the exciting things and features, and they come back and say, "I want it all." So it's kind of my being the "pacemaker" for them. I have to say, "Let's start here and build off that," while building their disciplines. They're getting their PMs engaged because everybody adopts change a little bit differently. So we want to make sure we're doing it smoothly.

Tech support is very good. We've had our challenges in the past with MSP interface connector, especially because we're on-premise and we've got configuration settings that are required. Sometimes it's an issue with the PMs themselves just not following instructions. But other times, you realize that there is a known issue or defect. Support is really quick to identify that, let us know, and either there will be a workaround, or we need to upgrade to the newest version.

Not in my current company. In my past life, we had been using a different PPM. And I was instrumental in doing the proof of concept. We interviewed several customers and put them through the gamut before choosing Clarity.

I wasn't involved in the initial setup, but as a support team, my team will do a lot of the testing in the different phases of upgrades. We test it from an administrative standpoint, but also as a user, as a PM, different rights permissions. We'll swap those out to make sure that everything is fluid.

The updates are straightforward. We have a development team that helps to make sure that we're migrating properly.

We're excited about the new UX. We're actually going to do the 15.3 upgrade in 2018.

When looking for a new vendor, our criteria include combining all the "asks" from our customers, but also with what we can manage. What's ready out of the box versus what we're going to have to customize. I'm a very big fan of CA's configurability. It's not necessarily something that is custom-built, but people can rearrange their filters, they can set up their criteria based on their needs. 

I give it a nine out of 10 right now. I'm not giving it a 10 because I have to see how the Agile piece works. Past life, we were using Rally and CA PPM and their integrations were just really wonky, and we ended up backing out of it. That was kind of cumbersome. So we're looking forward, now that CA has obtained what was formerly known as Rally, the Agile Central. I'm very curious to see how's that going to overlay. If it makes me happy, it will definitely be a 10.

In terms of advice to a colleague, I would say know the data that you have and what you want your output to be later. I think it's important to think about the future, because if you start off - for clarity purposes - using that idea, there's not a step before that. So you really want to have to make sure that your idea is your goal-point from the beginning. 

Also knowing what you want to extract from it later. Permissions and securities are going to have to dictate, "Are you going to access that?" or "Are you going to want your customers to be able to pull their own information?" Do you want to utilize partitions? Because everything has that downstream impact. If you know what you want or you think you know what you want, take that step back and look at your long-term goals and how they fit into it. From everything, from work streams to tasks.

We were doing projections. I happen to work in an IT organization for the past couple of assignments, however, at the end of the day, my background is in finance, internal controls, and business operations. We were also using the tool for forward-looking projections, to kind of get our head around where we think spending is going to be at the project level, and where there might be holes, either financially or in the need of certain kinds of human resources type kinds of things, just classic project missions.

Sometimes you get applications where there might only be one user, or five users, or a very, very small group. Maybe we could migrate them from a little-used application to something that we could bring to the attention that might be better suited for them. There was a variety of things, why we gathered information and collected it inside Clarity. The more important and heavier use of the tool was program management.

There was a need to keep better track of hours spent by employee type and how their times were allocated to given projects, or if not on a project, if it was just like a general administrative type kind of thing, how were we using our time. Of course, at the employee level, they would have their profiles. There were a variety of data fields that were made use of in order to identify the person by name, their skill sets, their charge-out rate, whether they were assigned full-time, or part-time, or not at all to a particular project or projects, plural. It was, of course, like a lot of things in life, it could be as simple or as complex as you want.

One of the things that we found out very quickly was when we went from kind of dabbling in program management and using Clarity, where management at the highest levels of our IT community, it was decided that this right here is our tool of choice. We're not going to be making use of any other tools. Everyone needs to make use of this project management. What they did is, they swung one way and then went to the other extreme. It was everybody who had to log their time. This was done at the highest level. Whether you were a contract employee, whether you were a full-time badged employee, whether you were part of supervisory, or management, or even a member of our senior leadership team, our executive management team, everyone had to account for their time.

There was tremendous pushback in doing this. The counterargument was, well, there's a lot of companies, high tech, defense industry, et cetera, et cetera, they always do this. This is nothing new. If we're a "high-tech" company, we should follow suit and get on board with doing this. This is actually fairly common practice. Inside of the tool, there were performance metrics, things that could be tracked, graphed, and what have you. I began distributing to my internal customers at the management level where we were relative to other family groups if you will, or sub-organizations within the IT community. Where we were relative to entering our time sheets on a weekly basis on time.

We could follow what was the quality of the input, et cetera. There were probably about five or six metrics that we used. As a result, the groups that I supported were consistently ranked at the absolute top of the organization, as we were leveraging these built-in tools for tracking.

There were some groups that were laggards or not performing very well at all. It almost became some kind of internal competition. Whether it was program management, or just metrics and entering data, or keeping records up to date, because people would go out of the organization, there were tools that were inherent or built into Clarity that we leveraged.

I'm just an analyst at heart, I can take data from disparate systems. I can correlate them and provide management with what they need in order to make decisions and affect change in the organization or what have you. I did not have any issues with the system. The whole interface would fit on the inside of the screen of a laptop computer. I wouldn't say at 100%. Let's say the screen was brought down to like 80 or 90%, the entire interface would fit on the screen. At the top of being where the true interface was, where you were able to do your filter selections, things like that, that's where you were able to, an individual, depending on their access that they've been granted. I was actually given almost administrator access, where you could see all the options that you could drill down into.

I did create custom reports. Some people had great difficulty with that. To me, it was, what data fields do you need, and dragged them into the report that you want to create and save it. That, to me, was always a very simple thing. Some people have to be spoon-fed. Other people are naturally curious or inquisitive and will look at second-level, third-level options for a given application interface. That's what I did.

Whenever that second instance of Clarity came about, it was overwhelming even to people who were accustomed to working with program management tools. There were so many data fields that could potentially be leveraged, so many kinds of internal metrics. They actually brought in an outside consulting team.

I can't recall the name of the team, and where they were from. I remember they were from down South. They were actually on-premises for a week or so. Then, they came back periodically just to fine-tune things. I interacted with them on some occasions, as they wanted to pick my brain on how I was leveraging it to track applications and to run high level reporting for management on just basic metrics and also initially on just program management.

Overall, I found the tool to be fairly straightforward. That said, for people who did want to create their own reports, whatever instance we had, a lot of people found it difficult, and what they typically ended up doing is getting training.

They're very, very smart, certainly smarter than me, where they would come to me as a resource and say, "Hey, you seem to have a knack for this tool. Can you create a report that kind of sort of does this?" I would say, "Sure." Then, I would knock it out and they would say, "Great." Then, they would have a customized report that met their needs, where they could kind of fire at will and run the report whenever they wanted it to. However, many people didn't find it as easy as I did.

Many roles that I've had was the role of a financial analyst. There's been a number of sales organizations, sales organizations that I've supported over time. These are organizations that'll have anywhere from a couple hundred to as many as almost several thousand salespeople, the people who support them, et cetera. One of the organizations that I supported was the main sales force. These are like your rank and file sales representatives who go out and just sell equipment, that sells services, et cetera. It's everything from your entry-level sales reps, all the way to your highest-performing sales reps, all the supervisory management, and all the industry VPs and sales VPs, et cetera, right up to the highest levels of the sales organization for the United States. They had a variety of almost competing tools that were used to consolidate their prospects, and with their pipelines, et cetera. Salesforce had already been installed in Europe with great success.

There, you have, obviously, different languages, you have different management styles, organizational structures, et cetera, and yet they were able to install and make use of, Salesforce quite successfully. They actually did it fairly quickly. For us, Europe included Eastern Europe, Russia, all of North Africa, and the Middle East - they all installed Salesforce and did so fairly quickly and successfully. However, there was great resistance in North America. The primary reason was that Salesforce was a cloud-based technology. There was tremendous resistance in both the Canadian and the US communities to have anything other than something that was internal inside of our firewall.

The Salesforce people were saying, "We work with governments. We work with everything from defense contractors, to military organizations, to intelligence organizations. There's nothing to fear. This is the future." Yet there was tremendous resistance. It wasn't until someone at the highest levels of the corporation said, "We’ve got Europe covered. We got developing markets covered. North America, get together and get on board with Salesforce. That way, we have unified technology worldwide." Meanwhile, I was actually taking these two competing systems, where the sales reps focused on equipment and then secondarily services, as opposed to another sales organization that would focus on services and then would periodically think about selling equipment.

There were competing philosophies and their prospects resided in two different systems. What I would do is developed a knack for taking these two data sets, exporting them out of the two systems, smashing them together, removing the overlapping or duplicate records, then being able to present to management, "You have anywhere between an $8 to $9 billion pipeline for the next nine months. Assuming that you close 20% to 25% of your deals, this is what this might be. You're in striking distance of achieving these types kinds of services, signings, or equipment signings." Management got really, really excited about this. Then, what I did after that was that became the basis, the underlying data, that smashed together data, became the data that we ultimately fed into Salesforce.

The reason why I'm giving this background is one of the things that Salesforce did that was very, very clever, is allowed just four people to take data and create a shell. What they did is they said, when they were doing the introduction to our team, they said, "There are literally hundreds and hundreds and hundreds of data fields that are used by our clients all over the globe, but what we're going to do, based upon the data set that you have in the present, we're only going to create this shell or this instance of Salesforce, and we're only going to use 75 data fields." That, to me, was very, very powerful. Even if they were data fields that were using different nomenclature, it was considered a standard naming convention that Salesforce was familiar with. As time went by, we began expanding, making use of a greater and greater quantity of data fields, and being able to slice and dice, if you will, data in greater levels of detail and complexity. It was easier for rank and file, whether you were finance, or information technology people, or salespeople, sales reps, management, whatever, everybody was able to get their heads around a tool that was becoming more and more sophisticated as the months went by as opposed to starting off with saying, "There are 300 possible data fields, and metrics, and calculations, or whatever, but we're only going to use 35 of them, or 50 of them, or whatever." The fact that everybody can see them is very, very intimidating. That was one of the reasons for the pushback in our organization when Clarity was rolled out. People could see all these data fields. Either the implementation wasn't good or the consultants that we were dealing with weren't very thoughtful. However, when people saw all the possible data fields that they had, it was overwhelming.

That was consistent feedback that I heard through a variety of channels and there was resistance due to that. If there's any feedback that I would give is that it's one thing to say, "Here are all the possibilities." However, then, when the salespeople marry up with the folks who are going to do the implementation, they need to be able to say, "So what are your immediate needs? Maybe we'll throw some additional data fields in there to kind of spice things up." Then, as time goes by, reveal additional data entry options, either for people who are making the actual entries or what have you. That's something that I observed firsthand.

I have seen interfaces that are much hipper, and much more intuitive. The layouts might have a more modern or current touch and feel. With the instance that we had, it seemed like it was just a little outdated. When you were clicking on hypertext links, as opposed to a button. Now, these are nuanced differences, however, having a menu where you'd see a header, underneath the header, you would see a blue font that was a hypertext link. Then, depending on whether you wanted to look at application data, whether you wanted to enter your time, or you wanted to look up specific projects and dig into those projects, into the sub-elements that make up all the different views within a given project, or you wanted to get to a data export function, or whatever, it was all a function of finding your overall category and then find underneath that the appropriate link.

I don't know how old that interface was. Maybe it's still like that now, or a bit more modern, however, from my experience, a more modern interface would be a bonus. 

I was using Clarity, I would say, from August 2018 or 2019. I was using it right up until January 2022. I would say I used it solidly for three years.

At my organization, in my last couple of assignments, I worked inside IT. It's the global IT organization. Inside of that organization, there, of course, are subgroups. One of which was our program management office. There were also areas within the IT organization that tracked things other than projects. They tracked applications. For example, on a worldwide basis, we had about 1,500 applications worldwide approximately.

At its peak, I don't believe it exceeded 500 users. I don't know what the actual licensure arrangement or agreement or contract was with Broadcom CA, but what I do know is that as time went by, the number of users declined. There were trade-offs, and decisions were made. Some of the biggest complainers about doing the data entry were the most senior managers.

In time, the more like mid-level managers would say, "Well, if our bosses don't have to make their time entries, why should we? All we really care about are the worker bees." Eventually, things became more diluted.

Getting back to our ability to track applications within the corporation, to this day, it is still the official source of record for tracking the number of applications. There's a constant need to simplify our business and start making greater and greater use of better technology, et cetera. I know from that standpoint, the tool is still being used for that. They're still using it for program management, to understand and track project management costs, et cetera. That said, right now, I just don't know how many people are actually logging into the tool.

There were rumors that they were going to stop requiring people to enter their time into the tool. Unless of course, you are actually working on a project. If you're a resource that's assigned to project management, then you're obligated to track your time. For people who have nothing to do with project management, and you're just pure overhead, that's where things began kind of winding down, especially towards year-end last year. I know it's come down substantially since its peak of 500.

I personally don't recall dealing with technical support. Very, very early on, I did, as there were questions that weren't answered internally, so I actually had to call support. I was able to get things resolved. There was some kind of a quirk, I can't recall what it was, however, it was beyond our understanding of the application. I did have to call a support number. My recollection was, that whatever it was, I was able to get it resolved.

It's incumbent upon the information technology group to be aware of those systems, to help maintain them, to keep track of them. Then, in addition to that, to the extent that they can be eliminated, in other words, consolidated, so that we have ultimately fewer applications where more people can make use of them, it just helps simplify the business, et cetera, cut costs. We used Clarity as a tool to keep track of all the applications worldwide. There used to be a tool that was used, some other tool. I don't know if it was homegrown. It could have been a Microsoft access database for all I know. I just don't recall what it was, however, I know that it was problematic. Trying to scale up and it was problematic. They actually created a sub-element within Clarity to help the corporation keep track of all of its applications. I was actually a very heavy user of that particular element within Clarity. One of the problems was that a lot of folks didn't know just how many applications there were within the corporation. By using a variety of technology, sending out surveys, et cetera, we were able to find out that we didn't have 1,000 applications. We didn't have 1,200 applications. We actually had 1,500 applications. The reason is obvious why we would need to know whether they are maintaining internal standards or generally accepted standards relative to the IT community.

I did not directly deal with technical support.

I know that our company, worldwide, does business with about 300 vendors for its information technology needs, whether it's manpower, equipment, or services. Inside that list of 300 vendors, I know for a fact that Broadcom is one of the top vendors relative to our company worldwide. We're not just a customer. If you look at it from a dollar standpoint, there are some vendors that maybe we spend $20,000 a year or $100,000 a year, and not $1 million a year.

For companies where we spend hundreds of thousands of dollars a year, or multiple millions of dollars a year, Broadcom, in general, has a more elevated status on the list of vendors. It's probably in the top 30, or top 50, vendors, which, for me qualifies it as a partner.

It meets the definition of being enterprise-wide. I don't know if it was on a company server or if it was some kind of a cloud-based service that we were ascribing to. What I do know is there was an initial instance where I know for a fact it was installed on a company server somewhere and that there was a transition, maybe to a newer version, or a newer instance, which may have changed the deployment. I never really had a need to know that. All I know is can I access it and get the data that I need.

I'd recommend the solution. I didn't find any reasons why I would not want to use it. If somebody were to say, "Are you familiar with this tool in technology?" I would say, "Yes." I don't know what version or instance of it was of what I made use of, however, I would say, based on my use of the tool, my ability to look at data in the interface itself, or to get data out of it, export data to do additional manipulations and digging, or what have you, I would say, "To me, it was not difficult to use. It was straightforward. It was logical." I wouldn't have anything negative to say about it.

I'd rate the solution eight out of ten.

We use it to track projects and work in our portfolio. For us, it is about the reporting on project statuses during the project lifecycle.

The benefit of using the SaaS version is that it is more manageable than needing to have the infrastructure and the overhead of being on-premise, which would be too much for us. We really like being able to use the SaaS solution so that CA is managing everything except the actual data capture and generating reports.

With it, we're able to organize how we collect information and ideas and projects and get them funded. Without it, we would be using Excel spreadsheets and people don't want it to be like that.

It lets us aggregate all that information about ideas and projects, and put them into common reports which we can share. That's been very valuable.

I would like to see the ability to connect with other kinds of reporting engines like Tableau, or other kinds of BI tools. That would be crucial for us. We use those tools anyway, so we end up exporting data from PPM, and then importing it into those tools. It would be better if we could do it directly.

It's very stable.

It's very scalable.

Technical support has been up and down. That's not always a great experience. It's difficult to work with. I've been using this product for many years now, so it's both good and bad.

We had nothing before. We were basically doing it manually in spreadsheets. This was our first foray into formal project portfolio management. We made that move in 2009.

It was fairly difficult to get going. We had to try it a couple times. We had signed up initially for a program that was supposed to get it up and running in 30 days, but it didn't explain enough or train us enough about this very complicated product; so it actually took us a couple of years before it was right.

The HPE solution and the CA solution are really the only two options at this level. In general, we decide primarily on a vendor based on price and features. Our organization undertook a couple of different times to look at who makes these kinds of products, what they offer, and for how much (the per seat cost). We believe that we arrived at the right solution in terms of the amount of features for the cost.

Make sure that you need all the functionality included in the PPM tool because it's very complete. That means it can also be very confusing. If you don't need this much functionality, look at something that's not quite as robust in the enterprise class. There are other tools that don't have all the features. They aren't as complete, but they are easier to use.

CA PPM’s project management functionality is the most valuable. Being able to record project information, risks, issues, changes, status reports, tasks, and scheduling of resources etc. in one place instead of in different spreadsheets and documents is really important for project managers to manage their projects and for management to see the reports of that information.

Also, the time-tracking functionality and being able to track time to project tasks and other admin, sustaining tasks is also really valuable because we can see the actuals vs. the forecast for project metrics, and organization metrics. CA PPM has a mobile app that allows staff to time-track on the go, and also lets managers review and approve time on their mobile as well. This gives us a lot of flexibility especially for our services organization that is constantly travelling and removes barriers as staff do not need to log on to VPN with their laptop to time-track.

We were so disjointed previously because the project budgeted hours from our finance manager did not match the scheduled hours from our booking manager and that did not match the task hours from our project manager. Consolidating all the project hours into one location really improved the way we manage and budget project hours and helped get all these key people in alignment. This is critical for project success so we can execute on what is planned and if more hours are needed, a project change request can be done directly in PPM.

Additionally, being able to report on the data has been a real improvement. With everything in one place, running a report is real time and efficient. It really beats spending a lot of time manual time gathering the data and putting it into a PPT. PPM has provided a lot of visibility into our projects and the management has found the reports useful and insightful on project status and issues.

A huge pain-point is the Jaspersoft reporting. This is a new functionality that recently replaced the Business Objects reporting. Jaspersoft is extremely cumbersome and our end users dislike it, and are frustrated when using the criteria filter because many times the results returned do not match the results in the main system when using the inbuilt searches. It's a very frustrating function.

Another issue which almost became the deal breaker in choosing this system is scheduling. If you require scheduling resources across multiple projects for specific days dependent on the task, PPM is not designed for that. It allows you to see just the allocation across projects but not tasks. This becomes a real problem for a professional services group when resources are working on multiple projects at one time, and need to be onsite for different tasks so you need to be able to view across projects, and for multiple resources at one time. PPM has no calendar view for all the resources and what project tasks that are working on. We had to spend a lot of money customizing an add-on solution that could give us this calendar view.

A few other items that could improve, the time-tracking functionality is locked down and not very customizable. PPM gives you the ability to configure two attributes to help categorize the time, but that is all. It would be good to be able to add more flexibility to this module. Lessons learned module is only for lessons within a project. It is not possible to have this lesson be outside a project as a general lesson across the board. Also, there is no “template” that you can select for budget, there is only the ability to populate it from staffing so if that differs and in some cases it has to when you sell an engagement to a customer for one price but will not be changing that “budget” because it is a fixed contract, but you need to staff more hours.

There are definite improvements that could be made but overall, this is the best project portfolio management system I have seen and evaluated out there. I have evaluated several before we choose CA PPM, but CA PPM does give us the best project management functionality and features.

Broadcom Clarity PPM is used in retail, oil, accounting, and industrial companies.

The most valuable features of Broadcom Clarity PPM are demand, project, and product management.

Setup could be made easier.

I have been using Broadcom Clarity PPM for approximately 12 years.

Broadcom Clarity PPM is a stable solution. However, if the solution is not deployed correctly there can be some issues.

The scalability of the solution can be done by adding more features. We work with customers to meet their scalability needs.

We have approximately 100 to 9,000 people using the solution depending on the company.

The configuration process for Broadcom Clarity PPM can be challenging initially. The complexity and duration of the setup may vary depending on the unique needs and services of large corporations. Despite being a standardized procedure, it can still pose difficulty.

We deploy the solution to others and we use it for the deployment.

The amount of people for the deployment depends on the environment. For example, 10,000 people there need to be approximately 10 people for the deployment.

The price of Broadcom Clarity PPM is reasonable. My customers pay a license to use this solution on an annual basis.

The solution is good but I would recommend a team from Broadcom to do the implementation. If a poor implementor does the work there could be problems.

I rate Broadcom Clarity PPM a nine out of ten.

For us, it's about getting more information into CA PPM, which then allows us to drive more insights and provide that information to our leadership team and our executives to make a better informed decision as far as how they're investing, and how we're tracking towards our strategic objectives.

The value for Telstra is really around how we can manage strategic investments, so we've moved earlier this year to CA PPM Cloud. It's greatly changed our user experience for our 1,500 project managers.

I think the new road mapping feature that's coming out shortly - and available now, but obviously continues to progress - I think the product moving more to that grid base, so that Excel look and feel is how it's going. The app style of the new UI is absolutely fantastic. It's the right way to go. Our users will love it, so I think they should continue along that journey.

I think there's still a little bit of opportunity that we can do some stuff better in relation to the financial part of it; just that easier integration, that look and feel. Our project managers, and obviously finance people, love to interface and use of Excel. The more we can get CA PPM to behave in a similar way, which we're already starting to gain in that path, will be absolutely fantastic.

It's very stable. We've been very impressed with moving from on-premises to SaaS, and made the transition seamlessly. We could run the two systems in parallel, which is absolutely fantastic.

But just the speed. We were a little bit concerned initially about the speed of SaaS, considering the amount of security layers we've got to go through from our perspective, but the experience has been amazing, and the team absolutely loves it.

I think scalability is a big thing, especially around being on SaaS and on a cloud arrangement. That scale really sits with the CA side of things, so as we grow, CA are going to have to grow with us as far as that relationship. Of course, they can do that, considering some of their larger clients that they have in the US and other areas around the world. We're very comfortable that it leads into the future.

Tech support's been fantastic. We also have a partner that we use internally as well, so it's only their larger cases that we will escalate to CA, but turn-around-time has been fantastic. They work really well with our partner in relation to that as well, so we're very happy with the support.

We're also moving to the latest version for less than $20,000 for a major corporate system. It's just amazing.

There are a few things we looked at when we scanned the market for moving to a new PPM system. We've had CA since 2008, but we actually took a step back and looked at the entire market. For us, it's obviously the reputation that they have in the market, but more importantly today, really, around the cloud and the SaaS arrangements that you enter into. You also need to look at where you think that organization's going to take that product moving forward. For us, what gave us a level of confidence was the investment and the transparency that CA showed in relation to their product roadmap, and where they want to take it. 

To back that up, the fact that they were leading in industry evaluations, so being in the top-right, just reinforces also, as far as an independent body, that they're the right partner. They're already leading the industry. They're expected to lead the industry moving forward, so for us, that made the most sense, to partner with CA.

I would rate the product at an eight out of 10, and I would say that there's always room for improvement, and I think the team's already starting to improve that.

It's very hard with such a large complex product to actually get those new features in there. I've got empathy for how hard the teams have got to work to bring the new UI and new look and feel that we want. It's not just an app that you can quickly turn around, but I think they're striving really hard to do that as quickly as they can. An eight at the moment, and I think over the next 12 to 18 months, they'll be rating it much closer to a 10.