I can't provide any specific metrics at this time, considering the infancy of the project, and my joining the organization. The company's go-live was as of August 8th this year. 

However, in the short time I've been here, and since they went live in August, the people who may have been naysayers, after closing on the first month of financials and then comparing actual data, actual timesheet data, actual work performed to forecasted dollar amounts, have had a light bulb go off. They're seeing now where our money's going, why it's going there, and how it's going there. Now, it's prompting the right type of what-is-the-status questions. I'm seeing that. I just don't have any data to provide other than hearing people profess that in meetings.

Its view into resource capacity and availability helps us in managing work. It helps our management team to see where the demand is and whether we have the capacity, which allows us to ramp up and ramp down so that we do not have any constraints. Even if we have the budget, we might not have the resources to fulfill the demand. So, that gap has greatly reduced for us. 

It allows us to create summary reports across multiple projects. They have provided reports, and we also develop our own reports for certain specific needs of our business. Because we are on-prem, we have the ability to create those custom reports within our own environment. There has been no issue with what we want, and we're getting that information. These summary reports help us a lot in sharing the big picture with the management. There is visual and graphical information that we can drill into. We can see how things are happening and dig into the raw data that is feeding the charts.

It has helped with the prioritization of projects through alignment with our strategic objectives. We use the Strategy module, the Planning module, and the Work module to get that visibility. About five or six years ago, we used to do all of this in spreadsheets. We had to maintain multiple versions of those spreadsheets, and we would miss things. The result used to come to us, and then we had a huge amount of work at hand to replicate all of that into Planview where we were only using the Work module. Planview has replaced all those spreadsheets, and with the additional improvements that Planview is making and where it is right now, we can bring into place both agile and hybrid models of project management. In a short time, we were able to wean our users away from spreadsheets. The system is supporting them. So, there is one source of truth.

It provides various types of resource assignments for assigning work to people. We do demand management for when a project comes in and there is an ask for funding and different types of resources. So, we make use of both the requirements and reservations. 

It increases our on-time completion rate. When a particular project extends or crashes, it gives us visibility on the demand within a particular month, which helps in managing our teams. If there is a requirement for an additional resource, they can bring someone in. They can also move someone out. Projects are not an island. There are multiple projects, and a task of one project may be dependent on another task or other projects. Planview gives us the ability to link tasks from one project to the other project. Their Dependency Management module provides visibility to the program managers and the project managers who are managing those individual projects. They are able to see where the demand is and their bottlenecks, which helps them in better management. We have seen our project teams having more success. We have never seen any kind of surprises and delays. People know in advance if there is going to be a delay because of its features. When some task gets finished sooner, other project teams get to know that they can start their task sooner. This way, our time-to-delivery has actually improved.

Enterprise One's view into resource capacity and availability helps us in managing work. We are able to see the capacity of the team and the capacity of the resources. Once you're aware that a team is above and beyond its capacity, you can go back and look at the work that they have scheduled and try to reprioritize any work if need be. If Enterprise One is showing us that the team is over capacity, then it is likely that some of the work that they have scheduled and is in the backlog won't be completed within the indicated timeframe. For example, if we're looking at a forecast through the end of this year and it is showing that the team is above their capacity, then it allows us to go back and at least start talking about how do we reprioritize the work that's scheduled for them, what can be pushed away, or what can be deprioritized.

With Enterprise One, we can see the end-to-end work management. It provides 60% to 70% capability for the end-to-end work management for the full spectrum of types of work. 

We have it lined up against our strategic initiatives, so we're able to see underneath those initiatives what work is being completed and get at least a high-level view of when that work is scheduled to end. With Enterprise One, we have the ability to see that alignment clearly in one view or in one source, and it is a source that is maintained more frequently. In the past, it was typically done in spreadsheets, and because different versions of spreadsheets may have been passed around, you wouldn't know what the true reflection or the true status was. So, it has helped us in terms of being able to align the work and the strategic initiatives clearly within one tool or within one source. If any adjustments are made, those adjustments are visible to anybody who has the necessary permissions and access to see them. So, it has probably helped us in terms of accuracy for work and strategic alignment, but it is hard to put data around that. It has definitely helped us with being able to clearly see the big-picture alignment. Knowing that any changes that are made are instant, and we have one true source of this visibility is very helpful.

Enterprise One has helped with the prioritization of projects through alignment with strategic objectives. It is used to help with those discussions at a senior leadership level. So, it has been helpful because the visibility of how much work is being done and the potential cost of the work helps people make that decision. They do use data out of Enterprise One to come up with how they need to prioritize it. So, it is a contributing factor, but I wouldn't say it is the only thing that is used for prioritization determination. It may be has made us 25% more efficient in terms of knowing how to prioritize. That's simply because we have that visibility and a true source or one source where we can see where work is and where resources are. So, at least, that's a contributing factor, and there has been an impact there.

Enterprise One allows program managers to group work together and see the resource demands and costs at a consolidated level. It makes everything more effective because you're able to see where work is aligned. The way we've configured and structured it, work has to be aligned under a particular initiative. So, the program managers can certainly see all the active work that is going underneath their program. It definitely makes it more effective for them to manage their work and be able to make certain decisions.

With Enterprise One, you can drill down to the individual work items and the resource assignments from the high-level program. It did affect the ability in a good way because program managers can look at it initially from a program manager's lens. They'll see the high-level status of where everything is aligned, and then they can start to drill down. If they think that one project might be overburdening or spending more than what was planned, they can drill down to see where that impact is.

We are able to organize work. Prior to Enterprise One, the organization had no visibility in the projects that we were doing. We had people doing random projects, and we didn't know if they were benefiting the business or harming the business. The fact that we have visibility into the work that we're doing along with the status of the work that we're doing has been incredibly impactful.

The solution’s integrated product portfolio has transformed our organization’s strategy as we continue to roll out different products. We started with Enterprise One. We now have Projectplace and are looking to use Spigit. We are also looking at all the different integrations with JIRA and Workday. It really has transformed the way that we do panel work and approach our work and company.

We use Enterprise One for the formal things in our organization that have been gated. So, we go through our fiscal year roadmap and we have X amount of things approved. All of those things are required to go through Enterprise One. There were some required to do phase-gate exits and all of those principles. Then, we have the Projectplace that is more task-oriented, and we have a ton of users on that. That is more task, activities, and people looking at doing agile work or combined work. We found a way to use these tools together. Hooking them together, we will do some great reporting. There are some cool things that we're trying to do with those two that will really change the way that we will work.

These are two different teams. The people who are on Projectplace were never Enterprise One candidates. The fact that we were able to get them to use one of our Planview tools and see that there is potential in it, maybe in the future they will be the ones who are running these projects and programs. Or, at least they'll have an idea of what the Planview tools can do. So, we feel like we're in a better starting place with them.

It has helped with the prioritization of projects through alignment with strategic objectives, the leadership has been using E1 for Strategic alignment of Projects.

It helps us keep track of the salary/ hours spent on R&D projects using the time tracking feature, which enables project managers keep track of salary charges as we have hourly labor rates associated with BU's.

But  an issue that we are facing currently is most of the engineers have to submit their time sheets on multiple tools and since planview E1 is being used for only R&D project, the engineers opinionate that it is counter productive to enter timesheets, we are also not well versed with Lean costing to implement in the Org. 

We also track various project metrics which makes it simpler for Leadership to view the details.

Lifecycle management for projects is also commendable, where we have multiple types of projects. 

One of our latest use cases is basically onboarding. Our information and risk management team were looking for a system that could house a catalog of information objects. I suggested that that can leverage our platform, and it already had prebuilt configuration screens so they could easily be on-boarded in starting to use it. We configured more elaborate workflows for the use cases, and that took a couple of months. Now, they are rolling it out. Time to market is important and we leveraged it in the existing system.

This solution has not yet transformed our organization strategy. While we have been using this solution for eleven years, our EA department got canned two years ago. We restarted based on the merger and acquisition. So, it's rebuilding and we're still a small team of only three people. It's basically restarting the whole discipline and also getting strategy, business architecture, and information architecture. While we were in IT, we only considered our application and technology. But we are now focused more on business and information. Once that is in place, then we can think about strategies, roadmaps, and the whole thing.

We do not use the Collaborative Work Management features.

We do not yet use the Lean/Agile Delivery tools.

The biggest impact that using Planview has had is the flexibility that it provides, as well as the ability to use the predefined metamodel and the new portal.

It has certainly helped us in upgrading or modernizing how we report our financials in the sense of our CapEx and OPEX hours. It is a great system of record for that. It also gives us insight into the work that's being done and allows us to follow up with our application development teams on how they're spending their time and whether adjustments to prioritization and such need to happen. It has helped us in both of those areas.

We really like how it ties into Projectplace for the annual planning. The integration has been really helpful in terms of keeping the business case files together. Once a project is created in Enterprise One, it shows up in both places and that's been really helpful. It's also a really good place to pull data from. In addition, it helps us better manage our people and get better insight into their hours.

We just started using the planning tool and it has been an improvement from each team running projects individually in different Excel spreadsheets.

Enterprise One has been helpful with prioritization of projects through alignment with strategic objectives. This is because sometimes we have upper management expecting more work than our team has the resources to carry out. Being able to use the tool to give them insight into our capacities has helped make decisions. It gives us the proof we need to show higher management how something will or will not work in terms of our team's capabilities.

The solution allows program managers to group work together and see the resource demands and costs at a consolidated level. Setting up portfolios has worked really well for us. We are able to drill down into details the underlying consolidated information.

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.

Enterprise One helps with the prioritization of projects through alignment with strategic objectives. It makes conversations easier and leads to more effective communication. Instead of having to go through all the details, we can just look at the tool. We can have multiple people look at the same set of data and then work through and prioritize the list of opportunities that we have, for instance, for next year. We create a subset of data; for example, we create an opportunity before it becomes an active project, and we input all the data. By having standardized data inputs, it becomes easier to compare multiple opportunities because you have all the information at hand.

Enterprise One allows program managers to group work together to see the resource demands and costs at a consolidated level. It makes life simpler. They have an easier overview. To some extent, it is Planview's influence, but then it is also because of that dashboard capability that we have to apply at the backend so that the portfolio managers can look at their portfolios through a dashboard. So, it's not necessarily 100% within the tool, but it has made our life easier. It is a 50:50 contribution of Planview versus Power BI. We are able to drill down into the details underlying the consolidated information. So, we have better data accuracy and, therefore, better metadata.

We are using Enterprise One to record all the new business-case intakes. Any new project that comes in from my agencies is being recorded in Enterprise One. That gives us a better view of what's out there, what needs to be done, and what the requirements are for my agencies. It also shows us how we can focus on the demand for those agencies.

We are not using strategic objectives yet, but we have a custom prioritization calculation that has been done for each project that comes in. Work is prioritized based on a specific scoring with some markers on each project. It's affected us to a point that we can react to demands.

Enterprise One provides a variety of types of resource assignments for assigning work to people but it's only as good as you've set it up yourself. You can set up Planview in any way you want to use it. The type of resource that you assign is based on your own company's requirements for that. It can be anything that you want. It's flexible in configuring these assignments. This flexibility enables us to look at demand from agencies and with our own productization system, allow us to assign the resources that are needed. 

Having a single source of the truth, specifically with the integration with Power BI, enables us to give leadership more relative content for decision-making. From being just a local project manager and reporting status type of a tool, it is now being leveraged heavily in the executive decision-making process. They meet every month with summary reports that we generate to make decisions.

It has helped with the prioritization of projects. That's a part of the reporting process. From an IT perspective, we've gotten better at the delivery process. We're not, by any means, near great yet, but it is a journey that we're starting. Over the last two years, we've had a lot of adoption because of senior leadership's involvement, and therefore, things are moving more aggressively towards that point where it is more relative to what we do on a day-to-day basis.

It allows program managers to group work together and see the resource demands and costs at a consolidated level. It puts the data that the program managers need right in a single source. However, they don't do capacity planning and capacity management in Planview. So, while they can see their burn rates, the resources that they're using, and the roles that are being leveraged, they don't actually use it for capacity planning.

We use it for high-level milestone management. We use it to see if projects are falling behind. We also use it for change control and financial reporting. Our senior leadership makes decisions based on the data that is reported out of Planview. So, it is used not for detailed project planning but rather for executive reporting and consolidating the information down into manageable pieces.

It definitely improves the change process when things are running behind. When we didn't have a tool or when we didn't use Planview necessarily, data was more or less the opinion of the project manager or the program manager who would then say that we're just going to push this date out. Because there was nothing locked in stone, it was just reported that we're going to make a little change here and a little change there. They moved dates, and everybody agreed verbally. There was no question of you didn't complete on time, whereas now, the system asks about your target date. If you change that target date on a huge project by a couple of days or two or three weeks, it is obvious. Previously, where you wouldn't notice it because there was no real firm tracking mechanism, today, it stands out. When the date goes from January 1st to January 29th, the system shows that as a variance or a change. Now, it is obvious when things move, and you know when things aren't completing on time. With the reporting that we're doing to the leadership team, they can see when things aren't going as planned.

It's helped the company due to the fact that it does a reasonably good job of tying in those resource forecasts. We're able to integrate with cost information from other systems that we have. It does a pretty good job with that. Also, the ability to tie the risks in with the work is pretty helpful. I like that. Having that being sort of a single source of truth for the risks and for the resource forecast, that's been very useful for us.

The solution has helped with the prioritization of projects through alignment with strategic initiatives or objectives. We are now funding incrementally, planning for shorter periods, and doing reviews more frequently instead of doing yearly reviews.  We're able to do that using Enterprise One. That's helped us a lot.

We can see all the different initiatives that folks are working on and have been able to hook groups up, to say, "Let's not redo that. We're already working on that." Instead of having all this duplicity, we have one streamlined group working on it together.

The solution’s collaborative work management has affected our operations. We were in a place of using a billion emails, Excel templates, etc., so project documentation would get lost and no one knew what was going on. From a time savings perspective, the fact that we have Projectplace specifically, with everything in one place and we are part of a workspace where we can go and see what's going on, that has had a major impact in the way that we work.

It helps make sure stuff is aligned to strategy.

The biggest impact has been getting all these global groups into one space so we can even have intelligent conversations about what are we trying to accomplish. Before, it was just different regions doing whatever. Now, we're all talking the same language, and that's good.

We have the flexibility to choose not to use things that would be really beneficial. Unfortunately, my predecessors made that choice, multiple times, so I'm trying to undo that.

One of the things that I hope to do, because we have to upgrade soon, is spend time putting together the business benefits of using some modules and pieces of the tool that we don't currently use.

We have a fairly good picture of time tracking. So, it's helping us get there.

The biggest impact is the maturity around getting projects in a single place so we can do portfolio level planning and use the tool for more than just timekeeping. This has been the biggest step that we've taken so far. This year was the first year that we did all of our annual planning in the tool instead of starting it in the tool, then doing it in spreadsheets afterwards. So, we're still growing there.

It has been effective for our delivery. It's given us much better visibility into what is being delivered and when.

Our finance/accounting department has been able to get more information than what they had before.

It helps connect funding with work execution. All of our projects have budgets and expected benefits to calculate an NPV. That is part of our annual planning processes. Then, we track monthly reforecasts and progress against those plans.

It has improved the way our organization functions by giving us the overall picture of our financials. Before, we were functioning using spreadsheets, and now we are using a tool where we're all able to collaborate right in it. I'm part of the PMO, and my team is Portfolio Management. My team manages the financials and oversees the financials for all of the capabilities and the departments within our IT organization, and so it provides us that one source of truth, that one data repository for us to obtain our project actuals as well as our forecast data.

I'm also the Planview administrator. When I first joined the company, Planview was primarily used for timekeeping. Since then, the level of information that we're now capturing in the tool has gone from a three to a nine. Within that three or four-year span that I've been working with Planview in my organization, I've seen us implement better measures and better data points within Planview itself. We had this information parsed throughout the company, and we are now leveraging the life cycle and the various configured screens to capture this information from end to end before a project goes into open active status.

Enterprise One has enabled us to minimize the usage of other tools like tracking in Excel and have one place of the source at a consolidated level. This tool has reduced the amount of time and improved visibility across the organization on Portfolio Management. Everything is in Planview. Planview is the source of truth. So that really helps us to efficiently look at the budget, scope, schedule and to identify if there is any variance. There's a lot of learning still to do as we are also new to this tool, but right now it works for us. 

There are also a few tool limitations, but this has also brought us together as a team and community to be creative, to revise and simplify the governance, focus on what is important to be tracked and reported. 

It provides end-to-end work management for the full spectrum of types of work in one tool. We're able to see the full scope of what people are working on. We can see all the different types of activities that they are charging time to and we can do an analysis of whether we think that's the right distribution of the workload.

Enterprise One has improved my organization in terms of everything that we're working on. We're able to see where our resources are allocated and when we have availability, which helps us to schedule the portfolio. That's really the main intent of Enterprise One.

With Planview we got  more transparency in the resource utilization and the budget ussage. Planview gives us the insights where we spend out budget and how we can improve the utilization of our internal resources. 

Enterprise One has improved my organization with the ability to look at the hours that people track. Prior to Enterprise One we didn't have any estimation model. As we grow within Enterprise One, we're able to pull reporting to see how much time it takes for each individual person or a team to perform a task to complete a project. So with that, we're able to start building that model to estimate the approximate number of hours for each task so that when we provide that to project managers, it reduces the amount of time building the project plan because they've already had that base model to use for each of those tasks. It's created our ability to forecast how much time it would take to perform specific tasks that are very similar to each other. 

It also improved our communication. Prior to Enterprise One, there was not that much communication between project managers and resource managers. So that when a project manager went out to Microsoft Office or to Microsoft Project to schedule a resource for a task, which they actually didn't, they have to have a separate spreadsheet. They would put down a number of hours and it was just a guess. A resource manager would then come back and say, "They can't do that." It was very back and forth. It wasn't like a synergist, a single point of information where everyone looking at the same thing, it was back and forth. So with a project manager entering just random hours and just guessing to get a specific dollar amount or to fit a specific dollar amount it was a lot of work on the project managers to try to adjust it to fit in with that dollar amount.

Now, with Planview, with them being able to see as soon as the project manager submits a request for some hours, the resource manager can communicate with that project manager instantly and say, "It won't do that. It's not going to take that much time". And then when it comes back where the resource is actually entering the hours on the task, there's an exact number. So it's hard to put a number on how many hours were saved or how accurate it's going to be because we're still growing. But prior to this, the accuracy was really, really off. It was terrible, but now we're getting more and more accurate where we're in the, I would say, closer to 70% accurate on the estimations. So it's getting really close to being very accurate.

Enterprise One helped with the prioritization of projects through alignment with strategic objectives. We use what we call Roadmap, Roadmap items under the planning and capacity section. We're the best at the capacity section. With the Roadmaps, our department heads are able to categorize the project by rank. By ranking those we're able to, especially during this COVID period, we've seen so many projects get pushed down to the bottom or completely removed due to the inability to complete those or the return on investment not being there. It really helped a lot with that planning, investment, and capacity planning.

In terms of the flexibility of configuring assignment, my other administrator and I actually came up with that solution. We decided that was the best way to go primarily because at the state that we are in our company, the project managers weren't mature enough to utilize allocations and the resource managers weren't mature enough to reject or approve those allocations. And that was causing people to be over-allocated because they weren't charging time. Because it the estimation on the number of hours needed was completely off. They were just putting however numbers in there. The resource would show over-utilized 1,300%, 1,300% and it would just throw off all of our reporting.

We cracked down on it. We had people to start utilizing the utilization percentage. Making sure that they had that communication line with the resource manager since we have our estimate as growing. But with the reserve and authorization, being able to authorize an entire team to a specific task and reserve them, allowed us to easily create the schedule that works best for that agile environment. Especially with the specific number of hours used for each person that was really easy to use those types of assignments.

We've heard many heard sound bites from other areas where, five to seven years ago, they did not have this type of visibility into the IT assets for the organization. As it is now, we work with multiple teams who ask us for these different types of information. None of which would have been possible without having an application like Enterprise One.

The biggest impact has been the visibility into our IT assets.

With the lifecycles, it helps us step through our processes easier. We'll take a process and create it in Visio, then we'll go and implemented in Planview. Anytime that we have to do a new process, this is what we use. We just step it through the lifecycles and the configure screens are very easy to use. The fields that you need are easy to use.

With the prioritization that the company is getting into, it's easier to do that using this solution, including a ROM. Normally, the ROM is done in the work, but we put it in the request module. You don't have to have an in-depth ROM. You don't have to create a project, we just do it in a request module today, which has been very helpful.

For the delivery, we can tell when a project will be late, so the PM can find out why. The PM would have to tell management why it's going to be late, but they can see that right off because they do weekly status reports. So, they don't have to wait to get a status report. They can just go in there and look. Also, with the reporting capability, where they can do the subscriptions, they get it every Friday.

Resource managers can see their resources. They try to do things on their own, so that is good. Today, we don't have high-level resource management, but we are going to start doing that. We will start having demand or resource meetings to see where resources are available. However, we are still developing that. 

We don't have that today, but I worked at other companies who used Planview and saw where resources were available, scheduled, and short. It was very useful. We would meet every two weeks to view resource management. We would just sit in a room and say, "These are our projects. These are the projects that are incoming. Where are our resources today? What are they working on?" So, it was very good.

The biggest impact has been the ability to see your resources and what they're working on. Most importantly is having your projects in one place. We don't have that specifically here at GM today, but we're working towards that. That's our new initiative: Get everything in one place and have one place to go for intake. So, if you have a new request, they go straight to plan B. Once we post a project, they can do that today. We get on reporting for Power BI and the ease of use of Power BI is very big.

We are able to take up the right work and invest in the highest value ideas.

The challenge was that we were doing a lot of work without identifying what work has the highest returns. With Planview, we have that visibility across IT, and all the work that gets entered into Planview is surveyed and prioritized to make sure that we start with the highest valued investments. 

Not only that, we have visibility of all the resources as to where they are spending their time and how they can be utilized to better meet the vision and business strategies of the organization.

This software totally changed our organization's workflow. Planview Management offers a centralized platform for managing all projects and portfolios. This helps to improve visibility into project status, progress, and resource allocation across the organization. 

The product has been good. The strategic planning started in 2017. They have been making good decisions based on the data that is available in Planview. They can do a drill down to the results level and what is happening exactly in every project.

They are trying to use the product portfolio. I had news that our management team is trying to get the product portfolios in place. It's about to launch.

We can easily see which functions are overcapacity. Before, we did not have visibility into that.

Planview has helped us connect funding and strategic outcomes with work execution. Now we understand that if we reprioritize projects in the pipeline, it will impact downstream capacity.

It hasn't transformed our delivery yet. We are still new at it. We're learning all the functionality, so this is something that we're working towards.

Once we get more comfortable with the tool and the data accuracy, strategy will be a great step forward for us.

The solution is flexible. Planview is always introducing new releases and functionality, which ends up being beneficial to the company. We are able to do some customizations on our own along with our IT department, and that's very helpful.

The solution’s collaborative work management has affected our operations in a positive way.

With the IT side of it, the tool gave them visibility on all their projects from a program and enterprise perspective. The tool helps the enterprise with more capabilities in terms of decision-making, making better decisions on efforts, and the money that they spend.

The solution’s integrated product portfolio has transformed our organization’s strategy because previously we didn't have a specific tool which was being used for project management. People were using different sets of tools for managing their projects, and there was no centralized tool where the organization knew what people were working on. This tool gives them that visibility on all projects.

The solution’s integrated product portfolio has transformed our organization’s delivery. It gives them their capability to govern and set some governance models around what they want to see in terms of projects progressing and how they can make them better.

It brings visibility into capacity, how that affects our projects, and having the whole portfolio be able to see everything at the same time, then talk about it. 

One of our guys actually has a great quote that I use, "Planview Enterprise One isn't a tool that takes away communication. It actually increases the need for communication." It brings people to the table to talk about more things because we have transparency in all of our stuff.

One example of how it has improved my organization is the introduction of Microsoft Power BI reporting. It greatly improved the visibility and the flexibility in those management reports. Prior to that, oftentimes there was data taken out of Planview and Excel created visuals for management. But with Power BI, definitely, the visualization capabilities are very strong.

It has definitely helped with the prioritization of projects through alignment with the strategic objective in terms of strategy, outcomes, and capabilities. It lets us tie projects to strategies, rank them, and prioritize them based on a number of attributes.

Enterprise One also allows program managers to group work together and see the resource demands and the costs at a consolidated level. That's basically the core of what Planview Enterprise One does. It gives you the ability to see across a portfolio the cost and resource demands. It doesn't affect project management ability specifically, but it helps us in the portfolio management to make sure that we're working on the right things and have the right amount of resources and it gives us visibility into future demand to help us plan for resourcing.

It drills down into the details underlying the consolidated information to a number of different levels, all the way to tell individual tasks and assignments. This lets us see what the resources are working on to help us prioritize. If we have constraints in a certain skill, we can see the detail and then make intelligent decisions on what work may need to be put off versus what work needs to get done now.

I'm not sure it has increased our on-time completion rate specifically itself, but it certainly gives us visibility into what is on time versus what is finished not on time.

The biggest impact for using Planview currently would be to understand the true costs of projects. We are trying to get to a point where not only do we take into account technical costs, but what the business cost is. Trying to integrate our business right now into Planview is helping us identify the true cost of the investments that we make so we can try and understand their value.

The tool does have the potential to impact our organizational delivery. As we continue to integrate our entire business with our technical teams into Planview, I definitely see it changing how we deliver projects in the future.

Currently, it provides insight to leaders that they don't otherwise have access to get. As far as delivery leaders from technical teams and determining their resource capacity and constraints, they don't have another way of figuring this information out right now unless they were to do it manually on their own, which would be very time consuming.

We use Planview quite a bit to articulate and tell the story around where we're at, whether a project's at risk, whether it is on track, whether or not we need to either extend the timeline or add additional resources.

We have all the projects in Planview on-premise from an IT perspective. We know if we wanted to find out about a project, scheduling, or who was working on what, we'd be able to find that out with Planview. Planview highlights the human resource hierarchy within it in our on-prem solution so we know who's working on what projects.

Enterprise One provides a variety of types of resource assignments for assigning work to people.

It also allows program managers to group work together and see the resource demands and cost at a consolidated level. I have five different projects and I can do that.

Our reporting is much better. There is much more visibility on projects, schedules, tasks, and in our milestones. Now, we have a consistent way of reporting out to the committees and getting all of our schedules and milestones.

Enterprise One allows us to provide a single-source view of our IT portfolio, how it aligns with the strategy of IT, and shows us the big picture of our workforce and where we're investing. 

It has also helped us with prioritization of projects, through alignment with strategic objectives. Our business areas are not using Planview, and it's difficult for us to align with the prioritization, but it shows a picture of how we believe we're aligning with their strategy.

This allows us to work with the business to help us find the priority of work, the work that we should be doing to move the business forward, as opposed to, "Here's the list of the things we want done." We can focus on the things that are needed now, as opposed to just a big list of work.

Having Enterprise One has increased our on-time completion rate by 40%. 

It is good to have everything in a centralized place.

It has helped improve governance, mostly. People want to know where their money's going. Projects sponsors need to know what we're spending money on and what our burn rate is. Planview can give that to you straightaway.

We are not live yet. It will make us more "agile" in things whenever we deliver. It will bring better visibility for projects, in terms of: resources, whether we are lacking resources or not, If we are in alignment with the global strategy of the company before a project has been delivered, financials, etc. 

The flexibility is whenever we implement for technical infrastructure, we have our business transformation process with targets, etc. Now that we are in the process of configuring for the business, there is a totally different solution. We have all the lifecycles, capability, and capacity to create screens based on workflow, shifts, etc. This is giving us huge flexibility to accommodate the company's needs. If we didn't have this flexibility, there would be one global solution for different processes of project management in the organization.

We are using the Lean/Agile delivery tools. The new solution for waterfall will be extremely helpful in making delivery faster because of visibility that the application brings to us, such as the schedule, resources, and what is happening in the background. Before, we had projects, but we didn't know if we'd have enough resources. We didn't know a lot of things. Now, with this tool, we have the full visibility of what's happening: 

• Do we need to hire resources? 
• Do we need more project managers? 
• What is our capacity? 
• What are our investments? 

Now, we can see fully into the portfolios and that everything is integrated. For the project financials, we can roll up and spread down. It's pretty good.

We are going to be leveraging the planning tool within Enterprise One. We had a demo of it. It will be a really good tool for us. It will help us visualize all the projects that we have lined up for the next year, where we can shift things around, and see the impact of different resources being staffed to individual projects.

People are happy using the tool. It has had a good impact on the business. Some people may not like the tracker time sheets, but it is just part of the role.

It resulted in a high rate of adoption and sustainability of changes that are associated with the business unit and its regions.

It proved a single set of reliable and actionable portfolio plans, consisting of ranked ideas, projects, and services across the organization. Thus, it enhanced visibility.

It has given us much greater visibility to resource management and financials.

Our ability to do strategic portfolio reporting has gotten much better. We're more accurate with how we report out. One of the biggest things is that each year, we've had a lot of shifts in how our pillars are set up and we can quickly shift to meet those needs without having it be too lengthy or too difficult.

Using this solution has helped improve how quickly we can deliver. It saves us time.

Collaborative Work Management has affected our operations because we're able to collaborate with different groups. We've got our PMO groups, and I'm able to get the information that I need from them. They go in, pull all of their information and I get the reports. We collaborate really well, from what I can tell.

My understanding is that we are using the Lean/Agile delivery tools, but I am not sure if we are using them to the full extent.

When I started in the group on the German side, we could only have aliases as resources. Now, we are able to have named resources through the agreement, and pulled from the worker's council, for example. 

We have more stability in the data. Our group has plenty of portrait data now, as we are part of the source of the tools for portrait data.

Planview has helped connect funding and strategic outcomes with work execution. We started to have strategic planning inside going then down to the outcomes. Out of the outcomes, we will try to wait on the projects and other teams, then growing slowly to link it.

It brings transparency to our projects.

The biggest benefit that we have seen is that it's increased visibility across the board. It's given us a lot of data to actually make data-driven decisions, whereas before this product we didn't have the level of detail to make informed decisions around a lot of trade-offs with our strategic portfolio.

With respect to our organizational strategy, it has not been transformed by this solution, but it has enabled us to achieve our strategy and achieve our goals. We went through the large process of setting up our own IT shop in the past ten years, and Planview was a big part of being able to do that.

Collaborative Work Management has affected our operations by providing visibility and transparency throughout.

We do not yet use the Lean/Agile Delivery tools.

This solution has helped us connect funding and strategic outcomes with work execution. I do not have specific examples of this but that is my understanding from my colleagues.

The biggest impact that using Planview has had is that it has given us the ability to manage the main capacity of working our resources and getting better at that over time. We are better at planning for our people and making sure that we use them appropriately.

When we implemented it, we were able to intentionally assign resources to the projects that they've been approved for. Previously, we didn't have a way of restricting resources from charging time against any active projects that we have. By utilizing Enterprise One, we were able to reflect and show the resources when they went to enter their time sheets for only active projects and projects that they were approved to work on. This meant that they were charging hours against work that their project manager was expecting them to work on.

We are still going through a lot of transformation as an organization on the whole. Planview is a good partner because one of the ways that we have tried to change our strategies is to move to a product-based approach. I think Planview will help us with that.

It has helped to transform our organization’s delivery. It is enabled us to see actual planned start and end times of projects, then we can look back when the projects actually closed out. This gives us an opportunity to look back, and say, "Why did it take us so long to finish a project, especially if it went above the proposed plan?" It also manages our costs to say, "Based on how we're trending on our costs, how are we going to finish within budget? Are we likely to go over budget?" This also affects schedule.

Planview has helped connect funding and strategic outcomes with work execution because we utilize the strategic module within Enterprise One to help with that work.

The biggest impact has been resource assignment and management. It has helped us consolidate those and be very intentional as far as the tasks that resources are assigned to track. It has a big impact on our financial planning as well.

There have been new additional features helping us quite a lot, which have helped us to get executive adoption of the tool. Now that we are moving into version 18 with automated things, we will get more value with that. It's going to help us facilitate upgrades, I am looking forward to that as well.

It's helping us to be more mature in the way we handle change and projects from the business point of view. We have some transparency in what we do and are auditable in our different steps. That's a huge basic step, but a good start from the business point of view. We are now connecting to the IT through Columbia. There is now a nice simple flow.

It is helping to have a more structured process for planning and investment in capacity management for decisions. Now, we have information that is visible and helps to have more certainty that the decisions made are the right decisions. It's helping us to be more on the right side of the decision or have more confidence in the decision that is made.

Our transparency is increasing a lot. It is helping us to get people together. There are no dark rooms anymore. In some areas or concepts, we want to add more light to every single concept. That's the big impact that the tool is having. It allows conversations between people.

It has impacted our department within IT, which is the project management office.

It brings visibility to work being performed as well as resource capacity.

It certainly has improved the way we showcase our work. I'm part of the project management office. The way we show our projects data is certainly way better than what we could earlier.

As we grow, it will help us because nobody in the company speaks or understands Planview data. It allows us to take that and put it into a format where we can walk into a boardroom, and say, "This is where we are. This is where we're going. This is what we need."

The biggest impact on our company is resource forecasting.

Planview has helped connect funding and strategic outcomes with work execution. That is the key use that we have for it. We use it to validate the work that we're doing and the funding that we need. The difference between the previous version and current version for us would be the ICPM and the way it gives us different scenarios. We can go in and build that out.

Enterprise One has improved my organization by enabling us to stop committing to work that we can't do.

The transparency piece has improved our organization. We're big into financials. We set targets annually. We are able see real-time based upon our reporting structure, and we do this on a monthly basis. We use some of the reporting features that they have in the tool to show this information to key leaders in our organization to be able to keep the wheels turning down the road.

I personally haven't improved that much yet using the tool, but I see how there's a lot of value in it. We even started doing proactive resource management. The way the data is presented in Planview, there are a lot of ways to take it and mold it for use within the business.

This is a platform shift. If it works as advertised, it will potentially make us a bit more efficient.

We have recently had some good portfolio discussions about what types of projects and how much effort is going against each type of project, then making better decisions around how they better tied back to the strategy that we want to chase. 

It's around innovation versus continuous improvement versus maintenance-type projects:

• Do we understand how much time and effort we're putting against maintenance projects?
• Where do we want to grow more in innovation? 
• How do we better focus our resources on these types of things? 

That specifically has been how we've been doing it recently.

I don't think it's transformed our strategy yet. I think it's getting us better visibility into how we're working on the strategy. But, I wouldn't say it's changed our company's strategy.

The latest version of the solution is using Power BI for reporting functionality, which has provided a tremendous number of visualizations where users can view all the details monthly. And all the visualizations are interacting with each other. We can see the interconnectivity between the work, resources, and the strategy. This helps our project managers to view everything in one screen, with a dashboard.

When it comes to using the solution for end-to-end work management, Planview announced at the Horizons Customer Conference that they are going to integrate it with an RPA tool and that will be very helpful. Currently we are updating tools and user accounts manually. Once they have this type of integration we can update them automatically using UiPath.

Previously, some of our customers were not happy with the way reports were generated. They had to run macros which could fail, but with this tool they are able to generate reports within Planview. That is one of the main advantages and improvements.

The solution also provides a variety of types of resource assignments for assigning work to people. We have included our teams in Planview which is very helpful. We are able to authorize resources at the department level, at the sub-department level, and at even more granular levels.

It also helps us measure timesheet compliance. We have been able to create custom reports with the help of Planview and send reminders to users every week that they need to submit a timesheet. In the last six months we have achieved greater than 95 percent compliance with timesheet submission.

Enterprise One improves our monthly portfolio and resource capacity planning and forecasting. It improves the visibility of the resource capacity and the team's capacity to take on new work. 

It has helped with the prioritization of projects through alignment with strategic objectives. We have not used the strategy feature much in Enterprise One, but it does help to prioritize projects based on the need and the capacity of the resources to take on the work. It ultimately helps manage the project to have the bank customer in mind. So as we're taking on new projects, we can all work for the same goal with the customer in mind.

The assignments are in a project that's assigned to a resource. The capability is there.

It's used as the source of record for the application portfolio so it allows information about applications to be linked to functions or projects giving a better picture of its impact.