Currently, we're building out a model for managing work for timesheets in Enterprise One, and then syncing that work to LeanKit for teams that want to use LeanKit. This would include test agile costing functionality, as my organization shut down that feature before I joined, and now I want to run it as a test case due to the fact that I believe that we need it.

They have the PRM portion and the CTM portion. We predominantly use the PRM portion. We have installed the CTM portion, but we have not put it into production. We concentrate mostly on the PRM portion. Within the PRM, we use the Strategy module, the Planning module, the Work module, and the Resource module.

Our production has the July 2021 release. We typically take two to three months to upgrade. We are in the process of upgrading to the October release at the end of the month.

It is primarily used for project and portfolio management within the technology department. Only our technology department is using it. It is what we use to manage our technology work in terms of resource assignment, timesheet submission and entry, and work schedule.

We're on version 18. They do monthly versions, so we are just a couple of months behind at this point. We're using the June 2021 version.

We have a smaller organization than some of the other organizations. We have 10 project managers. We manage it for the customer experience division for electronic arts. Therefore, we do only projects wrapped around how to improve our customer experience. Anybody who plays our games, we want to manage those projects to make life better for our customers.

We use E1 to track scope, schedule and financials for R&D projects. Some R&D teams even use E1 for RCCP. 

E1 used to be used to track Transformation projects.

E1 have a very useful tool to bring accountability back into projects, make it very easy for us to assign teams and resources to activities in project and track the progress effectively.

We use this solution for managing our application portfolio. We do some lightweight business architecture connecting to our portfolio. We started rolling into the information portfolio and connecting that also to our application portfolio. Those are the primary use cases. It's also to support the bigger M&A activities that we have in our company.

We are using Enterprise One to track our epics and the hours worked on them and related work items. In that effort, we have implemented the task top to bring in both import and export data into our Jira instance.

We are also just now getting into the investment capacity planning features. In the past 18 months, we got Enterprise One set up and now we're getting into investment and capacity planning. Eventually, we want to move more into portfolio management and then road mapping and some of the other features that the software has.

We work as an internal support factory and use Planview Portfolios to manage our projects and develop software. And we are trying to migrate to agile functionality. We used the software for booking reservations in hotels.

I am part of the admin team that uses this. So we kind of help run it behind the scenes, but company-wide, we mainly currently are just using the project management system for our IT projects. We have a few business projects that have started using it, but it's still mainly only with our IT organization. And in planning for next year will be the first time that we have used it for our annual planning purposes. That seems to be working really well.

We have historically used it for resource management and project, so, work management. They're maturing different pieces of the resource management and the work management to leverage some of that. Other use cases that we've started with would be planning, strategies and outcomes. We have it initially built out from a beginning use case and continuing to mature that as we roll out some change in the organization of moving to a strategically managed portfolio, not just a tech portfolio.

We have a portfolio of 81 projects that are all related to IT. I work for an oil and gas company, but my customers are IT. So, the use cases are related to the active projects that we're currently running through the organization. We have CTOs that are working on it, so we use it for capturing time and dividing time. We use it for the entire lifecycle of the projects, and we also use it for planning our next cycle, such as 2022 planning opportunities.

Our primary use case is for all of our agency's IT work that will be recorded as projects and/or contracts that we have with our agencies from an IT department perspective.

We use Planview Enterprise One to capture information about all of our IT projects, IT resources, and financials associated with those projects. We then use information from Planview to understand how we are progressing in plan delivery, what our pipeline of work looks like, and what resources are required to deliver that pipeline of work and the execution. We are utilizing a broad range of capabilities across what Planview Enterprise One provides.

We don't use it for task management, and the work breakdown that we keep in Planview is relatively high. As a result, it is at key milestones rather than individual activities.

We use it for change control for all IT changes in the organization. It is used to do the project work for anything that is changing from the technology perspective. We also use it for forecasting and planning work on the projects. We don't do detailed planning in Planview.

We are using the July 2021 version. It is a cloud version. We use Planview's cloud. They host it for us.

My company uses the solution to do investment planning, project and program management planning, and they do some resource management using that primarily for cost forecasts.

I work on one of the support teams here. I do some configuration and I do some training as well as some design work that involves configuration within the tool.

We're a global company. The biggest thing for us was to find a digital solution that enabled our global company to see everything across the globe. We have a lot of different groups at this point going up on it. We have manufacturing facilities, quality, human resources, IT, etc. The whole gamut is using Enterprise One, then beneath that we have certain groups who are using Projectplace and we will be implementing LeanKit as well.

It's our primary PPM tool. All of the projects across the enterprise are being managed through Enterprise One.

We've been on version 13 for two years now. Prior to that, we were on earlier versions of Planview going back to 2009. So, we've been on Planview for 10 years. 

We're using it for IT project management and annual planning. We also have CTM (part of Enterprise One), which is the true application portfolio management tool. The application portfolio management tool is more about managing metadata around our applications that we support. However, we are looking to do the integration between CTM and the PM modules.

We have a huge contractor base and the solution is the primary time-keeping system for our contractors in IT. We manage all of our projects and financials in Planview, as well as the time submissions associated with those projects.

We use Enterprise One for our Project/Portfolio Management. I'm new so I'm still learning about the tool but from what I know so far, right now, we mostly use it for tracking, status reporting, budget/financials/contracts, level of effort time tracking, and project governance.

We use Enterprise One to capture everything in IT that we're working on from projects that require capital funding, to running the business. We are doing everything from soup to nuts, including timesheets. We've established the full implementation.

At the moment, we use it for work and resource management modulesmainly in the area of R&D. In addition we started using the modules Planning and Outcomes in several areas for solution and program management.

We use it for contractor and associate contracting which reflects directly to project resource, "our spend". We do a calculation based on the vendor that the contractor is through, as well as each associate has a per hour rate that is applied to the project to attract the spend applied to that project from the resources. 

We also track the number of hours spent per application. Every application in our bank has the application code that we tied back to Planview so that we can track and see how much time is spent within the application, either with upgrades, maintenance or break-fix type of situation and also to report. It's primarily for tracking reporting.

We use it to help us manage our IT assets for our company.

Our company has a PMO, which they use to intake their projects. They use the request module and do a process for the steering committee before its turned into a project. Once they turn it into a project, the project managers take it over and work the WBS all the way through to the end of the project.

The product is deployed on the Planview cloud.

We've been using this product for prioritizing work across our Organization and also demand and capacity planning. 

Work that gets added to Planview captures all the key information like t-shirt sizing, key stakeholder names, financial information, and, most important of all, resource allocations and role requirements - all in one tool.

It becomes really easy for the Project Managers to keep an eye on the progress of their Projects, and on the other hand, for the resource managers, it's really easy for them to identify what's in flight for their resources and what's in the pipeline, also do we have enough capacity to fulfill that demand.

Really happy with how Planview keeps transforming its capabilities to meet customer needs.

We use Planview Management to assess the current project portfolio, evaluate resource availability, and prioritize projects based on strategic objectives, ROI, and risk factors. 

Planview Management improves an organization depending on how well it aligns with the organization's goals and processes and how effectively it is implemented and utilized by the team. 

Our overall experience was good. Our primary use case is Planview Management. In this scenario, it is to improve project visibility, optimize resource utilization, and drive better decision-making to achieve organizational goals effectively.

It is for total strategic management, portfolio management, etc. It is used for end-to-end projects from the beginning to the end. Our entire company is using it.

I am a developer. I work on RBI reports (financial reporting) in Enterprise One for our business leaders.

The primary use case is project management (PPM) for the IT and PMO departments.

We use it for project and program management.

We have the business side who uses the project management stuff for managing their plan and stuff. We have our IT side who uses the project management as well as time management to keep track of all their projects and the hours being spent on projects by all their resources. This way they are time compliant, e.g., they run this every week to see how many of hours are being spent as people enter their hours.

The primary use case is portfolio management. We're looking at the business unit portfolio and health of the portfolio as a whole. We are not just looking at projects on time, but capacity management for resources, and on the financial side, if we're on budget.

Enterprise One supports our portfolio planning and approval process. People who are interested in having a project done would enter it in Planview and we would use Planview to facilitate the approval process. If it's disapproved, then we would cancel the entry and nothing would happen. If it's approved, then we use the tool to facilitate the execution of that project from a cost estimation and management resource as well as tracking the project progress and current status.

We also use it for risk management and to facilitate change management.

We currently use it for all of our technical projects. We use work and resource management for our technical portfolios.

We've been using Enterprise One for a long time and we mainly used it largely for a lot of traditional waterfall, project management, resource management, and things like that. We were just about ready to pull the plug on them but we had a renewed effort in using it.

Over the last months or so we've re-engineered it a little so that we can hopefully get a little bit more of the agile use out of it. Being able to balance the old traditional resource management, costing, and stuff like that, with the new agile way of doing things as they were. We do have integration between Enterprise One and JIRA and we're trying to pull over as much of that information as we can from JIRA so that the people, the frontline folk, are doing their day-to-day work in JIRA and we have more of the product owners, project managers, program managers doing the high-level planning work in Enterprise One.

We not only use Planview for resource allocation but also for tracking financials towards the projects that we have set up. We also have financials and resource allocation and we also use the project planning piece of it.

Enterprise One is a centralized area to allow project portfolio and planning managers to track, schedule, organize, and begin the billing process for projects. That's it in a nutshell.

Our company as a whole is using both cloud and on-prem right now. For project management, we have business sponsors, we have businesses, and we have IT. IT has chargeable projects and we account for all of the application work that's happening and that's done on-prem. The business side has recently started moving over to Planview on the cloud. So currently we're on-prem. Potentially we could end up being on the cloud as well.

Mainly, we use it to manage all of our strategic and capital projects. There are about 80 to 100 projects per year that we manage with it: schedules, issues, risks, and financials. We manage everything in the tool.

Our primary use cases are for using the requests, the work and resource planning, and the financials.

We are hoping to add a planning module strategy so that we can better track our program, work, resource capacity planning, and have a better handle on our financial forecasting.

We use it for resource management, financial forecasting, and time reporting.

I am a user, not an administrator. I mostly do portfolio management.

The primary use is project and resource management. Right now, it's just used for technical infrastructure, which is IT. But, we are also configuring it for business.

The primary use case is resource management. Enterprise One is built for this. We have a specific function that we use it for.

The primary use case is for portfolio management on product development.

We use it for a little bit of everything: R&D, product development, project management, resource management, and program management.

I have a governance role in our strategic portfolio management and I use this solution for reporting out against the strategic portfolio. I interact with the PMOs and FPNA and help to get the two on the same page.

The primary use cases are soft management and work management. We are expanding at the moment to outcome management and strategy management as well as ICP planning. Next year, we will expand to CTM.

Our primary use case for this solution is for managing a 450 million dollar portfolio from the inception and ideas into a strategy. We do this by turning it into an actual project and then understanding how that project performed and taking lessons learned for the next time around.

It's primarily for project and portfolio management, which includes resource assignments onto projects as well as financial management of our projects.

We are using it to monitor all the investment planning from the business. In IT. we using it for monitoring all activities, the financial spent, and the delivery of the work.

It is mainly for project management and resource capacity management across the IT department.

The primary use case is project costing, resource forecasting, and financial reporting of projects. It is implemented only in departments that touch what we call our project portfolio. So, the people in IT who do the coding, programming, developing products for customers, and the maintenance on our systems, they're all in the solution reporting time. However, our payroll and human resources do business as usual. They run the company and business, keeping the lights on, but they are not part of our time reporting community.

My primary use cases for this solution are: 

• Time reporting
• Portfolio management 
• Capacity planning

The primary use cases are project management and resource management. We use both of those modules of the tool today.

We use it a lot for managing project resources. We do a lot of research and project management with it.

We use it for its intended purpose of project management. It is a typical PPM tool.

I don't think we're trying to do anything with it outside the norm that would need it to flex a whole lot. Our intent is to roll it out pretty much out-of-the-box.

We have three different teams on Enterprise One right now. We currently have research and development, MIS, and sourcing continuous improvement. The main business cases are new product introduction, MIS projects, and also continuous improvement of productivity projects.

We are on the cloud.

We are using it for timesheet and resource management and project management activities. We also use the analytical reporting, including SSRS and Power BI.

The solution is on the cloud as a PaaS.

Our primary use cases are for portfolio planning, forecasting, budgeting, and obviously reporting. The project managers input for projects, input resources for proper forecasting, and for budgeting. It's the same with our resource managers to monitor their teams' capacity and then also for finance purposes for our annual budget planning.

We don't use the solution a lot for the project planning itself. As far as tasks and milestones, we don't use some of the features to see what stage a project is at. We really just use it to input the project. We actually use outside applications to manage a project in most cases. 

As far as project planning, entering specific tasks and resources assigned to the project to forecast those projects is about all we use it for. And then, of course, start and finish dates. The flexibility to use a certain finish date is nice, but we don't really go into the project details in Enterprise One.

Our primary use case is to provide an overview of the status of multiple programs and projects. We're doing many programs and projects at the same time and this is a way to provide a consistent way of reporting on their status and progress.

We have used Troux every day over the last three years.