Planview Enterprise One Reviews

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.

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.

We use expenditures quite a bit. We put in forecast expenditures and then we actualize them below the line in the little box in the bottom tray. Being able to track the project with relevant milestones is also valuable. Milestones are valuable because it helps us to keep the project on track. The expenditures are valuable because we need to be able to understand expenses that are beyond the regular resources in the projects.

I don't believe we're using the resource capacity to the highest extent. The project managers and resource managers are managing that outside of the tool. There are a few select Planview experts areas that are utilizing resource management to its full extent, not in my company though. 

Its ability to create summary reports across multiple projects is good. Our solution on-premise is a bit hamstrung though because we don't have Power BI. It's on the Oracle platform right now. It's not at that level for some of the reporting, but the reporting that we do have is good. Even our Planview administrators can make new reports if required.

It feels like Planview is moving away from Oracle and guiding people towards SQL server. For us to do a migration like that, it's going to be very costly. I don't know if they'd be able to support their analytics solution through Oracle or not. We'd love if there was a way to do that.

We don't use the summary reports on-premise to go to upper management. At least in my case, there are some areas within the bank that are using it. I know that we've got the data flowing out of Planview on-premise into our own recording database and we're using Tableau to report up there. We've created the functionality that we didn't see in Planview on our own.

There's integration with Planview Enterprise. We've created an integration with all the data out of Planview and we pull all of our other project management tools into this database, as well as other relevant interfaces, such as HR. We're looking at getting JIRA in there as well.

To a certain extent, it does facilitate end-to-end management but we have to use multiple tools. We're using our MIS in-house tool along with Planview. That may not be a limitation of Planview. It's likely one of our company's needs.

I find it a little difficult to forecast the remaining effort but even though I've been using it for years I don't think that as a company we have been using it to its full extent. There is probably a little bit of process change that's required on our side, as well as understanding as to how Planview works with forecasting.

It's more internal for us to look at from a process point of view, to understand how the forecasting works. We're a bit unique because we're also using another tool called MIS along with this application and it's integrated with Planview Enterprise One. It gets a ton of the information from there and that's where we're actually relying on financial forecasts.

The integration was okay until Planview changed its integration software from Appian. They have Integration as a Service now and we're not using it. We're continuing to use Appian with our own licensing of the software for on-premise.

Being the IT development manager who implements the upgrades for Planview, I would love to see more thorough testing of expenditures and more thorough testing in general. When we do an upgrade, we have to do quite a bit of testing because we can affect the bottom line. We have to understand that Planview is upstream from our financial tool that derives the capitalization of applications. We have to do extensive testing and when we implement a release, we find numerous bugs and we have to have hot-fixes and patches put in on top of whatever we're testing at the time. Because it's such a huge amount of effort to upgrade the application we can't go to the next release, even if it has the next fixes on it because we're going to have to redo all the testing. We'll set the project back months, and then we find another bug. It's very difficult. If we can have better and higher quality testing coming from Planview software, then we'll have higher confidence in putting the software in and not testing the out-of-the-box functionality.

I have been using Enterprise Pro since 2012. 

The application has been around for a long time and there's some legacy framework that's still hanging around in the background that hinders them from moving forward. I think it actually hinders their stability at the same time. I know that Planview addresses it, but I think not addressing that legacy code framework is limiting and it is reflected in Planview's stability.

We have over 10,000 resources within Planview on-prem, so it seems pretty scalable. They used to enter times, so you could consider them users at one point. I think there were 10,000 to 12,000 users. There are around 1,200 project managers.

I have eight to ten people working for about four to five months to do an upgrade. After the upgrade, there are probably only a couple of people for maintenance but we have a full production support team that has a large budget on a yearly basis to support Planview. Not just Planview, but our whole project and portfolio-management system, from Planview all the way to our other integrated systems. It's mostly testers. We've got a lot of QA analysts, a QA lead, plus infrastructure technical leads, and then technical systems analysts.

From my experience, I think their overall tech support is good. They've got a Planview ticketing system. I don't know if it's us or what but it just seems like we do have to escalate sometimes unless they've heard of this issue before with other companies, whenever there's an issue. I think they're pretty good. From a development point of view, they're pretty good.

I've been dealing with them for so many years. Recently, their turnaround time and knowledge are good. If something new happens, then they have to get their legs right. I think part of their development was moved offshore at one point and we were right there at the beginning of it. It wasn't the best. Everybody individually was trying, but as a whole, they just had to figure out the process. Once they did, then they were able to work things very well. We had to have a little bit of patience.

I was around for the upgrade and it wasn't overly complex, but it's not an upgrade. It's an installation and a migration of the database, which is into itself complex. If you could just do a simple upgrade and not have to worry about that, that would be so much easier, which is my experience with other applications.

A typical upgrade takes four to six months and costs half a million dollars. 

In terms of strategy, we have to use swing equipment and we set up a parallel environment all the way from pre-production into production. Once we are confident in each environment level, then we can move on from dev to QA. Then once we're happy with QA, we've done our full functional system testing, integration testing, and all-inclusive regression testing, then we can promote it to production. There's so much configuration that's done after and because there's so much configuration done after you install, that's what makes it complex. Planview does a configuration upgrade because all of their configuration is captured in the database. They'll take an extract of that and then they'll work on it and provide it back to us so that we can apply it into our environment. It's not the easiest thing to do.

Every time we do an upgrade, we have to have Planview heavily involved. We end up spending quite a bit of money on just the Planview consultants to do the upgrade which is on top of the half a million.

We do have to be on top of them. If we're not on top of them, then they're not there, but it takes two to tango so if we end up getting caught up busy working on our environment, and we don't go and talk to Planview, then all of a sudden they're not available anymore. But when we do need them, sometimes we do have to escalate to get their availability.

I would rate Enterprise One a seven out of ten. I give it this rating because of the quality when I do the upgrades. There are just so many things and I feel like it's a commercial off-the-shelf piece of software. I feel like I shouldn't have to have my team testing out-of-the-box functionality.

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.

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.

The fast-track reporting has been beneficial to us, as well as the project and portfolio management tool. We don't have any add-ons at this time. We're exploring those at a later date, such as Projectplace and connections with Jira.

When it comes to managing project plans, we are currently in a crawl-walk-run with Planview, and we're just starting to walk. Right now, stage-wise, we can see, financially, a good picture. However, in terms of the attributes that associate the different phases in a project, we're not there yet. We're in the process of implementing that right now. I know it has great features to do that. We're just not there yet. I’d rate it at about a four out of ten, however, that's no implication on the tool itself. It's just where we are as a company. We need more time with it.

In terms of assessing Enterprise One for its ability to create summary reports across multiple projects, I would give it an eight out of ten. It provides us with the ability to slice and dice the data. We have capabilities. Most companies have departments. We’re able to leverage the project portfolios to have that visibility within the various capabilities. It provides us a more granular level, and it just gives us a source of truth in organizing our data as well.

It helps with our ability to share "the big picture" with management. It really enhances that ability, actually. We have a consolidated picture of all of the capabilities captured within Planview financially. From there, that said, we're not using the reporting features fully. We just upgraded from 15 to 18. We plan to start leveraging the Power BI feature. We do have the data now at hand where we're able to extract it and provide that overall picture to our upper management.

Enterprise One provides end-to-end work management for the full spectrum of types of work in one tool. It provides our project management with one source of truth in terms of tracking projects from creation. In terms of our backlog efforts, for example, we open projects on a quarterly basis, and so we're able to have that data housed or stored in Planview. Therefore, it's end to end, from project creation to if a project is on hold, and then that effort is reassessed and then placed into open active, and the effort is then in place while the project is going through the various phases through deployment, and then we have a complete end. Right now, for example, my quality and methodology team and I are looking to revamp our end-to-end life cycle to be inclusive of some additional project closure updates, as Planview does have that functionality available, and our quality and methodology team is currently using a different site to oversee their processes. It will be beneficial with that as well.

Enterprise One has helped with the prioritization of projects through alignment with strategic objectives in terms of visibility and the ability to leverage the portfolios amongst our capabilities. It does give us a better visual into slicing and dicing that data to assess the prioritization of the efforts. It's improved our business and its structure. The processes that we had in place previously have definitely been enhanced and we have more faith in having a source of truth versus various tools and spreadsheets.

Users can assign resources and work and the product provides a variety of types the resources so that users have the ability, when they submit their timesheet, to select various work items that have been authorized for them to charge to.

The configuration of the list is really driven by the projects themselves, so it's pretty simplistic. There's no structure that I have to go in and manage. It's all project work-driven. They are added at the task level, the task is assigned, and is populated to their spreadsheet.

The flexibility on offer is very helpful in meeting the organization's needs. We have also transitioned a work authorization request process into Jira, and from there we have a good cadence where, when resources are needing a new work authorization, our project managers and program coordinators essentially are able to view those requests and implement them. In Planview, those new work tasks will be readily available for them on a Friday when they can make their time submissions. As long as the project is in open active status, there's no hindrance.

Enterprise One does allow program managers to group work together and see resource demands and costs at a consolidated level, however, we're not using the capacity and utilization feature at this moment, as we've got that work to do to clean up our resource roles.

In terms of helping with our on-time completion rate, I rate the product at a seven out of ten. I say that due to the fact that we have better visibility into the financials, and it assists us in the monthly financial assessments that we conduct. The project managers are now able to understand how their projects are tracking and to hold them accountable for a timely delivery. In terms of the time that we spend syncing with these program project managers to assess the timeliness of their delivery, I wouldn't be able to speak to an exact number or percentage. I oversee the system and the tool itself to provide the functionality for my team to assess that, however, I wouldn't be able to give a good quantitative number for that. It might be about 50% of our time.

The only area that I can see currently needing improvement is just the modernization of the look and feel of it. I just attended the Accelerate Conference and heard that that is underway. The configuration for the front-end user can be a little antiquated and it needs a facelift. That said, overall, I'm definitely impressed with the tool itself.

I've been using the solution for three years. The company itself has used Planview probably for about 12 or more years.

I was not a part of the initial implementation. The company had set up the solution before I started working for them.

We are just a customer and an end-user.

With Enterprise One, for forecasting remaining effort, I would give it a six out of ten. That rating applies to how we're using the tool at this time. For example, we're not using requirements and allocations, and so we're able to associate effort in our financials, pending additional effort based on forecast dollars, and things of that nature and accuracy, where we go in and do our monthly financial reviews and do a comparison of actuals to forecast, and we're able to get visibility to that.

At this time, Enterprise One's view into resource capacity and availability does not help us to manage work at this time. That is another component that we look at in the future, however, we're not using it yet. It's on our roadmap to have in place by year-end. We just have some role alignments that we have to facilitate, as well as some blended rates that we may need to assess to align to those roles, to then start using the capacity and utilization feature, which is ICP.

I would definitely recommend engagement from all stakeholders versus a core team rolling out the tool. From financial management to project managers to analysts within the corporation, it would need some blanket engagement, versus one core team deciding everything for an entire organization. New users should also be mindful of what level their PMs function at. Are they operating in a full-blown project management software development life cycle? Before a company builds a tool out to that, definitely be mindful. When I first onboarded, we were upgrading from version 11 to 15, and it was like a re-implementation as there was a lot of revamping of life cycles and things of that nature. We built out a lot of screens and life cycle gates and things of that nature that were not utilized. Being mindful of your user base would likely avoid wasted time if everyone was engaged from the beginning.

I would say the biggest lesson that I have learned is the tool itself definitely can cover a lot of mileage, and you never stop learning with Planview. It's a continuous learning curve when you are actively using it.

I would rate the product overall at a nine out of ten due to what the tool can do and the various features and improvements that it can bring to an organization, as well as the process improvements automation of manual processes within the tool itself. It brings a lot of benefits to the table.

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 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. 

The most valuable features are scheduling, resource management, and, from a project perspective, the functions like issues that change orders. They are valuable because, from a project management perspective, we use the workflows that we build for project management and do active risk management and issue management for the projects that we want for our agencies.

We use a phased approach for our projects: plan, initiation, planning, execution, implementation, and closure, and all those processes have their own lifecycles. Then we have some customized cycles in support of that to ensure that if a contract is needed, that the contracts are being signed off by a security organization as well. Any network and infrastructure changes will be reviewed as part of that process. We use this end-to-end process for our project managers.

The forecast for remaining effort is something that we are starting to use. The challenge with that is it is only as good as the resource managers are editing and entering the allocations for the resources. An effort was started to refocus the whole resource management. With that automatically comes the forecasting. We also have some custom reports that allow us to look at our workload.

From the perspective of what's in the pipeline, what is currently being worked on, and what's needing help, we are able to know instantly where we are.

We use custom reports and we use portfolio management to look at it from a forecast perspective like who's been assigned to a process and what the workload is. Then we use it for resource portfolios for each team. They use it to assess the ability to reassign or assign resources to upcoming work. But most of the reporting is done through custom reports and some Power BI reports that I've created.

Its view into resource capacity and availability definitely helps us to manage work. It allows us to react to a new demand. It also helps to provide end-to-end work management for the full spectrum of types of work in one tool. We use it for resources like hardware licenses, software, and such.

Program managers are enabled to group work together and see the resource demands and costs at a consolidated level. Because we use portfolio management or resource portfolio management, with that setup, we can look at it from a program perspective. If you identify portfolios within a program or projects within a portfolio program and the same with resources, you can classify them by type, by departments, and desk to see where your availabilities are.

We can drill down into the details underlying the consolidated information through the individual resources and we also do that through a custom Power BI report. Then based on time entered on projects, we can see where resources have spent time in the past, up until the current day. We have a statistical overview of where our resources have gone.

Our on-time completion rate has been reduced but it all has to do with the size of the project. When we do our planning for projects we tend to deliver it within a timeline, but there's also external influence that you can't control. From a project management perspective, we always deliver what we tend to deliver.

The biggest room for improvement are the scripted dialogues. The scripted dialogues are a logic that you set up to force a certain workflow or process to happen. It's very old in respect that there are no clauses that you can apply to that logic. That definitely can use a lot of room for improvement. The amount of text that you can manage within a scripted dialogue is limited as well. That can use some room for improvement as well.

We've been using Planview Enterprise since 2013 and we moved to Enterprise One in 2018 with the latest version.

I'm very impressed with the stability. We are a client that uses the monthly updates. So far, we have not had any issues when it comes to the new versions that have been released. I'm very pleased with the stability of the cloud platform that we use.

Scalability is not an issue because we can always add more licenses when we need to. We have almost 400 licenses that do not impede the workflow or the process. It's able to cope with the amount of users that we have.

There are about 400 users. The majority of those are people that enter the time or are the actual resources working on projects. They may have a section of project managers, then have a section of managers and resource managers. We also have a section for a specific business case.

The deployment and maintenance are all done by me. We heavily use the sandbox environment to prototype changes, then test those changes and then implement those to production. We continuously make enhancements to the system and we use a sandbox and production approach.

For the specific tasks that we do with respect to business case intake and project management, it has a 100% adoption rate. We have plans to expand the number of users in respect to time entry. That'll happen over the next year or so.

Their support is great. When I open a case I can always cut the responses within a couple of minutes, depending on the severity of the case.

My company used a different solution before my time. I think they used a custom solution that was built in-house that was replaced with Planview.

I have been involved in the restructuring of the solution. The initial solution was not implemented by me but I have redone that whole implementation and we were able to downsize the support team from seven individuals to one individual.

The service that was implemented was very archaic. It was complex. The way that we've now implemented it is streamlined, easy to understand and identify how it's been implemented. The process took us six months. 

We went through a process improvement process where we identified the process as we would like it to be not as how it was in the system and using that, we identified a workflow in the official diagram for the various processes that we support and use.

We didn't use a consultant, we just did the deployment ourselves. There is an in-house team who worked on it. 

I can't quantify the ROI because we've been using it for so long that we really can't go back to an older system and compare it.

Pricing all depends on how many users you have planned to use. It's kind of expensive but at the same token, it's worth the investment for the functionality that it delivers.

We evaluated ServiceNow but based on the Gartner review of the marketplace of Planview, there really aren't any other competitors that can provide the same service that Enterprise One provides us.

My advice would be to have one or more individuals become experts in the use of Planview, in terms of how to set it up, how to maintain it, and how to create a lifecycle. There are scripted dialogues because the more knowledge you have within your own organization, the easier it is to accommodate change requests from within your organization.

If you have to call a consultant for services it's rather expensive and they might not be able to react to the changes that you want to implement sooner rather than later. So my advice is to create experts within your organization.

Make sure to test a lot. It can be very complex. Have a second set of eyes that can see the pitfalls that you, otherwise, might run into.

I would rate Enterprise One a ten out of ten. 

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.

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. 

The most valuable features are the W&A screen. It provides a very useful view as well as the option to capture baselines. I can always review the progress of my projects with my team. It also allows me to capture the notes with respect to the progress. It also allows me to assign members to the task and ensure that they fill that timesheet. I know how much time they spent on certain tasks.

In terms of regular traditional project management and new product development, I would give its ability to see what stage work is at a six out of 10. Non-Project managers find the Ui and UX hard to digest. 

For Agile project management, having the feature of adding backlogs is every useful, but there are a lot of issues with Projectplace connectors as well as LeanKit connectors to Enterprise One, which hampers the Agile experience which is why it feels like a half-baked product. But I hear it has been fixed in newer updates and our Org is under process for update.

With respect to the forecast, I would say it does very basic forecasting of picking whatever we predict and just dividing it by months, quarters, and years. I would prefer to have AI technology in Planview Enterprise One to forecast and predict much better based on historical data. Since Enterprise One has been existing in Flowserve for the past 10 years, there's a lot of historic data that can be used to predict rather than forecast. There are a lot of solutions out there that would do the same.

Its ability to create project related summary reports across multiple projects is one of the best features. They have very good data warehousing.

It is easy to create dashboards using E1 data connectors or the Odata that Planview team has created for us. One of the few reasons why many in leadership likes planview E1.

Our organization is shifting towards Hybrid project management and currently, we are facing issues to re-use the E1 in a way to track projects. We might need to rethink our setup but there is room to improve the standard offering of E1 for Hybrid Pm, as well as update the UI.

Its view into RCCP and availability does not at all help us to manage resources. It is one of the worst features of Enterprise One where everybody in our company hates the tool and are sort of forced to use it for RCCP, some teams have moved to use other tools for the same and use E1 as recording tool only. 

Enterprise One does  not provide any insight to respective resources on the available work and the left out work when he or she goes to the timesheet. It is like filling an Excel sheet from 15 years ago. New solutions out there actually do a better job.

The solutions I am referring to are JIRA as well as Confluence. With that connectivity I see many of my IT teams doing Agile timesheet planning with sort of a background timer capturing the time being spent on a activity. 

Enterprise One has got a very rap in the organization due to its bad UI and complicated UX. The steep learning curve and inability of other non project resources finding it hard to use the tool makes it hard for people to recommend the tool.

The number one thing that needs improvement is the UI. It should be easy for even casual project managers. It should provide customizable screens that look modern and can be a choice for project managers to choose at a professional level, medium level, and a very easy level. I am thinking 3 separate standard Ui that you can choose as per level of users. 

Many PM;s track projects using different tools and sometimes they end up using PV as a record system.  

Enterprise One does not provide a good risk assessment functionality and does not provide a good what-if analysis functionality, it would be preferable to have this in a good UX. 

It does not provide end-to-end work management for the full spectrum of types of work in one tool. It's 50/50. It is very difficult to use Enterprise One as a tool that one would WANT to use to better the project. It is at this point, a record system that we are bring told to use as it gives nice metrics for leadership to make decisions. 

I have been using Enterprise One for the last two and a half years and my company has been using it for 10+ years. 

I would give their stability an eight out of ten. It's quite stable. Here and there, there have been issues, but other than that, it is quite stable.

It can be scaled very nicely.

We have 2,000 to 3,000 users. The major chunk of these people are in engineering, if not, it's R&D project management.

Before it was ten people managing this solution but now that's down to two. 

I also use Microsoft Project, basecamp and Project for the web.

We were using Excel sheets before and some people are just content with it but can't bring accountability there. Projectplace has been the right filling point between excels and Pm tools. 

But with PowerPlatform from MS, it is becoming easier to create our own tools for project management and we create simple UX for our teams. We are able to bring accountability as well. I think some of us are using Power Apps because we feel the UX in E1 is bad.

We can aggregate E1, Projectplace and Power Apps data to PowerBI dashboard and it is pretty great.

I was involved with the setup for my R&D projects. The setup was extremely straightforward. It was a single sign-on, so it was pretty good.

All the admin guys take care of pricing and licensing and I'm pretty sure it's expensive.

I would suggest avoiding Enterprise One for small scale or medium scale businesses and go for Projectplace or even LeanKit because they are the best parts of the Planview suite. Enterprise One is old, it's aging and they need to revamp it. Large scale companies that can afford E1 for leadership, can look into it but still its difficult to recommend. 

I realize that most R&D project managers don't know how to use the system because of its user interface. But for those who do understand how to use the system, it can be an extremely powerful tool. But a project is done with a large group of people and that group don't like it.  

On a personal level, I actually like Planview Enterprise One, because I know how to use the tool pretty well. So somebody who knows the tool quite nicely can get tremendous value out of it.I do not use other PM tools like many other PM's, I use E1 and Projectplace quite rigorously and have created PowerBI dashboards for teams, sponsors and customers. For some projects I do use PowerApps to create a front end and use that data to manually input data to E1.

It's been extremely useful for me in managing projects as well as in my career. And if people weren't so hell-bent on not liking it, I would still continue to use Planview Enterprise One for everything. It's like a love-hate relationship for me. 

I would rate Enterprise One a six out of ten. 

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.

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 financial planning capabilities are very useful. We have integration for an SAP system, and so we load financial data from SAP into Planview for prior months. And then we use the forecasting capabilities to get a complete picture of the cost of a specific project. The financial management is very useful.

The resource management is also useful to show us resources utilization, as well as capacity and it gives us a picture across our employees as to what capacity we have, which helps us plan what work we can take on. It helps us with scheduling when certain things might begin or not begin. It also gives us visibility into if we need to consider going external for contracting or consulting resources to perform certain tasks.

Enterprise One does a very nice job of telling us what stage a project's at. We also use it from a portfolio management standpoint to gauge the health of an overall portfolio of projects. And from a planning perspective, knowing when projects are going to be ending helps us in planning future work.

It also does a nice job of letting us forecast effort either by an individual person or by skillset. If I have an individual person assigned, I can plan out their work into the future. If I have a need for a certain skill set, but I don't have anyone assigned yet, I can still plan the work being done.

It does a very good job of providing summary reports across multiple projects if there are different options of reporting available within the tool itself. It also connects with Microsoft's Power BI. That's integrated as well to provide some dashboarding KPIs.

Enterprise One provides end-to-end work management for the full spectrum of types of work in one tool. We use it for different types of work. We use it for project work. We use it for production support monitoring and production support work. We also use it for managing smaller work requests that don't require a formal project driven by a project manager.

In terms of improvement, I know one of the things they're moving to is a single Planview account ID. Right now, if you have multiple Planview products, you have to log on multiple times. But that's a general statement. It's not specific to Enterprise One.

I've been using Planview for 14 years. Enterprise One is their current version, their core PPM application.

It's very stable. In the four years I've used it at my current employer, I think only once I've had an actual issue where there was something that they needed to fix. It's a very stable platform.

I know in our case specifically, we've had over 1,000 active projects at any one time with over 1,000 users using it all over the world, and it performs fine. I know other companies only manage several dozen projects at a time but Enterprise One definitely seems scalable.

When I joined, we had about 1,200 users. We've spun off a couple of parts of our business that used to use it. Presently, we're smaller, but when I first joined, we had about 1,200 users.

We use it within our IT organization and within IT the adoption rate is 100%. There were other business areas that were using it that we sold off. We're having discussions with other business areas on using the functionality.

In terms of the types of users using Enterprise One, project management obviously is very active in it every day. We have people that work in portfolio management. They're in it quite often. We have a team that we call our relationship managers. They're folks that work with a business on project prioritization and project ideas. And management uses it, again, for visualization reporting. Resource managers are also in it to view what their people are working on and view assignments to projects and approve assignments.

I manage the solution. I'm an IT manager, but in this capacity, I'm the Planview architect so I do all the configuration of it.

The technical support seems strong. I know they've started doing some more off-shore support, and that space still needs some growth. But the US-based technical support is fine. Their off-shore support is something new that they're laying out and the team just needed some development in terms of skill and experience. 

I was not involved in the initial deployment here. I've used this product at two different companies and I actually wasn't involved in the initial deployment in either one.

In hard dollars, I have not seen ROI. In productivity and the ability to help support achieving our strategic objectives, I have. But I couldn't put a dollar figure next to it.

I'm not involved really in the pricing or licensing aspects of it. One of the things that Planview as a company has done is introduce something they call FLEX licensing, where if you have Enterprise One licenses that you're not using, you can exchange them for licenses for other Planview products. So as a company, the licensing seems flexible. But that's not an Enterprise One statement specifically.

One of the big lessons, and this applies to any solution, is not to customize it and use it as it's designed to be used. Adopt your processes to leverage the capabilities of the tool. I've seen many instances where people take applications and customize them to fit their processes. And it just ends up being problematic later on. That's one of the things we did in the latest implementation of Planview four years ago. We had an on-premise version that was heavily customized. We moved to a SaaS model that was not customized at all, and we've been able to keep it current. Upgrades are easy. So one of the lessons I would recommend is: Don't customize.

I would rate Enterprise One an eight out of ten. It does an outstanding job of supporting our needs in this space, and the company has done a great job of continuing to enhance and improve it.

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.

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.

The sheer amount of information available in one single interface is valuable. Everything is there. It is also a lot of work to maintain all the information, but generally, you can find everything you need within this one tool.

Its reporting needs to be improved. My main complaint when it comes to Planview is that it is good to maintain all the data but to actually use the information that is in it, you actually have to use a different tool. We use Power BI. So, we pull all the information, and then we use a Power BI dashboard to stage or look at the information.

I can look at one project to see what its stage is, but it is not easy. I would be able to get the information because it is a part of the work and assignment detail, but it's not something where with one click of a button, I have the information. The information is not too easily or readily available to see the stage of work.

In terms of Enterprise One's ability to create summary reports across multiple projects, 
I can input the information on a project-to-project level. So, I have the information in there for each project, which goes to a central database. However, getting the information out of the tool is not so easy. So, entering the information input is great, but I'm not sure I know how to get the output. I'm not sure if my company knows how to do that. We have a Planview team, but I doubt that they would be more knowledgeable on this particular aspect. That's because they're more data and tool-oriented. They're not for user support. They're more like tool support.

It works for large work efforts, but it is too complex for smaller work efforts. Planview has a different tool that they want you to use for less complex work. They want you to buy both tools, but I don't know how the integration would work. Having to have a second tool for less complex work sort of gives you the idea that the original tool, Enterprise One, is too complex. It should be simpler to use so that I can also use it for less complex efforts.

In terms of forecasting the remaining effort, if it is expressed in dollars, then I'm pretty okay with figuring it out, but when it is expressed in tasks, that information is not necessarily there for me. The timeline doesn't really give me that overview. So, from a financial perspective, it is good. From a scheduled perspective, it is not so good, and from an execution perspective, it is even worse.

I've been using Enterprise One since 2018. In our company, we have been using other products from Planview way before that.

It is better this year than in previous years. There used to be data issues and duplication issues. The snapshots weren't taken every month. So, the snapshots wouldn't work. There was some sort of MuleSoft software being used that was creating issues last year. This year, generally, we have had fewer issues with the tool itself. That may have something to do with the fact that we have a release schedule. Planview releases an upgrade or update every month, and then our team combines the updates for three or four months and rolls them out all at once. The quarterly update schedule is probably working better.

It works for large work efforts, but it is too complex for smaller work efforts.

We have an operations team within the company, and they work with Planview.

It was pretty straightforward. It sort of takes you through the step-by-step setup, so you cannot really go wrong. The tool itself guides you to the next step.

We probably used a consultant, but I cannot be sure. It was done too long ago, and I wasn't involved.

They do ROI all the time, but I don't know if they've done it for the implementation of this tool.

I would advise making sure that your data is up to speed and your data is clean before you start implementing it. That's because once it is implemented, it is a lot more difficult to clean up your data.

Using Planview Enterprise One has made me aware of the sheer amount of data that is there to classify for a single project. When you look at a project, you generally think about the normal stuff such as what is the beginning date and end date, what are the stages, how much you spend, how much you spend per stage or per month, whether it is an actual or a forecast, etc. There are just so many different data points to one single project. I wasn't aware of them until I started using Planview Enterprise One.

I know that Enterprise One has the capability to view resource capacity and availability, but our company is not using that capability to its fullest extent. That's because, in the previous versions, it wasn't there. So, it is hard to get that paradigm shift. People use other tools to look at resource availability. About 50% of our projects run through Planview, and the remaining 50% of projects are managed out of the organization itself. So, they are not necessarily tracked in Planview. So, when I look at resource availability, I always have to look at the general overview. I have to combine those two sources to see how many resources I have available for a certain period of time.

Enterprise One doesn't provide end-to-end work management for the full spectrum of types of work in one tool. It is good for projects, but it is not good for non-project work. At least for us, it does not provide that capability. That's why only about 50% of our projects run through Planview, and the remaining 50% of projects are managed out of the organization itself.

Enterprise One provides a variety of types of resource assignments for assigning work to people, but we don't use it.

I would rate Planview Enterprise One a seven out of 10. I like the tool, but I am looking forward to getting that reporting and analytics part fixed. For me, that's not working right now.

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.

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%. 

The work and resource planning are the most valuable features. We are able to track our IT portfolio of approved work and assign named resources to the work level, have a better handle of our resource capacity, and the ability to take on additional work. The financial planning helps us with making sure our investments in IT are aligned with the strategy of the company.

Enterprise One provides a variety of types of resource assignments for assigning work to people. It's very easy and straightforward to configure these assignments. Planview allows us to see the entire workforce. We can see where our skill sets of people are, what they're working on, and allows us to make informed business decisions based on priority. 

We don't use the full project management piece at this time, but we're working towards that and becoming a more agile workforce. We are working towards tracking our work better. We're just getting started on that piece of really understanding the phases of our work and conjunction with our spend.

Its view into resource capacity and availability helps us to manage work by entering our resources into the work and assignments to understand where our resources are working and looking at the skill sets, aligning them to our priority work. Some of our higher paid resources are working on our new development and understanding how to align our resources better through the financials and the skills that we have attached to those resources.

Enterprise One does a very good job of allowing us to create views across different projects of our resources who are working on multiple projects to understand the capacity of our resources. This feature affects our ability to share the big picture with management. We are able to show our management our extended views, our forecasted views of our approved work, and help make suggestions on where we could better align our investments and our resources.

It also provides end-to-end work management but we are using it with a combination of another tool, JIRA, to get that full picture. It gives them a better insight into the projects that are going on when they're scheduled and the available resources they have for the work and their budgets. 

The resource area needs improvement. The improvements that have been made recently in the later versions have been good improvements, but I think there are some more improvements needed there.

I would like to see where we could add a few of our own fields and be able to track some additional information such as release information attached to the pieces of work so we can tie our accounting codes into the work and the release at the resource level.

I don't think there's been a lot of investment in the request area. That's our intake and it seems to have remained the same over many years. I feel there's a disconnect from when we enter a new request, and if we approve it and dispatch work, the request and the work are then disconnected.

We've been using Enterprise One since 2012. 

It's very stable. We've had very few incidents.

Scalability is very good. It's very scalable for our organizations. We're a small implementation, we have 140 users. There are resource managers and application managers. We have senior staff who are mostly reporting, admins, and some architects.

For maintenance, we have two admins and two owners. One is a business owner and one is a technology owner who oversees what's going on. The admins are technical people from the development staff and the business owner would be like myself, who is more process-oriented around how we use the tool and what type of reports are needed.

Within the IT division, we have a 100% adoption rate. We have plans to increase usage. We're working with two other areas now to see if they will adapt it.

Their support is good but not as good as it was a couple of years ago. Since it's moved out internally from Planview to being outsourced, it has not been as responsive. It's still very good. We get where we need to be but it takes longer for us to get to support at times.

Before Enterprise One we were using Excel. We switched to have a more robust centralized system that we could do more for reporting. We wanted to have a centralized area for everything in a dependable system that we could do better reporting.

We've used PeopleSoft which is an Oracle product and Microsoft Projects.

The initial setup was complex. I think it was because of the consultants that were sent out to help us. They didn't understand our model and I think they were a little junior. They sent us a brand new person. We were his first assignment and he wasn't sure of how to set it up properly so we went through several consultants and rework those over about a six month period. Our deployment took six months. 

In 2012 our implementation was the basic Planview which we used the request to intake the work projects, to capture our approved book of work for portfolios work and resources to understand the capacity of our workforce.

We have seen ROI in the sense that we have fewer people involved in tracking work and resources than we did in the past.

It would be nice if all of the licenses were FLEX. They've been fairly stable with their pricing over the years.

We evaluated five other solutions. They were PPM solutions from Computer Associates, HP, and a couple of other smaller ones, mostly the ones in the upper right corner of the Gartner quadrant.

Some of the others were much bigger and more costly solutions. Planview seemed to meet our needs where we would need just one solution. We might have needed others to compensate for some of the areas that they didn't do as well as we plan. Microsoft had a product but their financials were nowhere near what we needed. We would have to have a secondary tool for that. Planview offers the best all-around package. Enterprise One is equal to them when it comes to intuitiveness and ease of creating reports. Oracle also requires more training.

Planview is a very well designed application that with a little bit of training can be easily adapted by the entire organization. The different modules really round out the product, which gives it an advantage over some of its competitors.

Enterprise One is a very reliable product and offers robust reporting. The company is very in touch with their customers.

I would rate it an eight out of ten.