Planview Portfolios Reviews

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.

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.

Resource management and project management are the most valuable features. Recently they included the Resource Management and Assignments stream which is very helpful for seeing results related to the resources. It is connected with reporting and helps us create reports easily.

Regarding project plans, we are using the workflow life cycle and create templates, using them to create a process. Some of them are Agile while others are Waterfall, depending on the workflow template that is selected. They are automatically triggered and the task is then created.

Its view into resource capacity and availability helps us to manage work. It also helps to see how much we are using. We derive that information from the work and resource management screen. That is very helpful.

In terms of its ability to create summary reports across multiple projects, we have done summaries of projects in PowerPoint presentations for our leadership team. This helps to highlight things regarding our program. We are able to show them summaries with the help of SSRS. This saves time and is helpful to management so that they can track everything.

It also helps managers see the performance of particular resources. They can see the resource utilization. For example, if we create requirements for a role, such as a developer, tester, or a technical architect, they can see how those resources are doing.

In addition, we can drill down into the details underlying the consolidated information. If a project manager finds he needs one more developer for a particular requirement, he can drill down to find a developer for that requirement. The drill-down approach means managers can completely utilize resources, each one to 100 percent of capacity.

When it comes to reporting there are some challenges with integration.

Also, some of the functionality with Microsoft is restricted.

We have been using Planview Enterprise One for around five years. We started with version 13 of Planview.

Overall it is very stable. Sometimes we run into issues, but not very often. 

Technical support helps us a lot whenever we face an issue or raise a request. They resolve them within two days.

Our initial setup took seven to 10 days. 

We started with a sandbox environment, went through all the test cases, and then moved to production.

We have about 2,500 people using Planview Enterprise One. They span the roles of team member, project manager, through to portfolio manager. We also have about eight staff who are admins for the solution.

I would suggest you go with this product, instead of using other tools. Every tool will have its own advantages and disadvantages, but with Planview there are more advantages. There are more things we can do with it. It is user-friendly and is integrated with many other tools. It is also constantly developing, providing connections with Power BI, which we have started to learn, and recently, with RPA using UiPath. That is also something we are supposed to learn. It isforcing us to learn and to keep up with the world. Planview is not becoming outdated, keeping up with recent technologies.

Some of my colleagues are currently using the CA PPM tool and they are saying that they are facing issues. I explained to them how I work with Planview, and the functionality it has, including Planview LeanKit. I noted that we can merge with Tableau and ClickView. They are thinking about using Planview.

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.

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. 

The most valuable features are: 

• The resource management
• Outcome management
• Work management

It helps us to see resource utilization and resource needs. We get more transparency out of the system to plan the resources and resource skills to train our resources or support the long term onbording process.

We can see the budget spend for a product or release with the outcome area. We can also monitor what we have planned against what was spend, to monitor how good the programs or project is running.

The view into resource capacity and availability helps us to manage our work. It helps us with resource management and when we see have available resources we can easily start new projects. If we see with the tool that there not enough capacity available we can prioritize projects and programs according to our resources and the business needs.

In terms of reporting, we're mainly using Power BI connected to Planview data and we generate our own dashboards. 

Enterprise One provides end-to-end work management for the full spectrum of types of work in one tool.

The system has helped with the prioritization of projects through alignment with strategic objectives. Enterprise One is the only offical place for our projekt data and in this way it gives the portfolio management back the data of the projects for prioritization and monitoring. 

Enterprise One provides a variety of types of resource assignments for assigning work to people. There are a lot of possibilities for the resource management. There are some improvments in the area of agile team managment and team assignment which could be improved in the future development of Enterprise One.

There is improvement space in the handeling of agile teams and team assignments in the work planning and the resource reservation. 

My company has been using Enterprise One since 2016.

Up until the last few days, it's been very stable. It's been stable but slow for the last few days and last week we had some connectivity issues. 

The scalability of the system is really good. You can choose which module you want to use and it is possible to make a seperate role out of the different modules.  

Enterprise One is able to be adapted to the already established processes and could be confugured in different ways. 

The main useres users are data stewards, scrum masters, some project leads, finance and resource management. 

The quality of the support depends on the technician you get. Overall the expirence is really good and if there are second level support needed it is available same as the correct contact in the product management. Planview customer service is really good and is cutomer centric.

Before Enterprise One, we had some solutions which we can't use further. 

With the consulting team from planview it was a good process but sometime due to our business complex to get our work processes into the system. At the end of the configuration process all worked well

We implemented direct with the planview teams.

As Enterprise One gives us more transparency we can use our budget and resources better and trough this the ROI is given

Yes we have one in 2015 an assesment with several tools and than decided for the best tool for us.

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. 

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.

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.

The resource capacity planning is the most valuable feature because you can evaluate your team's capacity by team and what projects they're working on and you can forecast easily by team.

The resource capacity and availability help us to manage our work. During portfolio planning each month with new projects that are presented, we're able to use Enterprise One to measure the capacity of each team that's being requested to be on the project. And obviously, the resource managers and project managers are still getting used to using the tool. But I think that as time goes, it's a good tool to measure, to see the capacity and overloaded resources, as far as projects go and taking on new projects.

Enterprise One provides end-to-end work management for the full spectrum of types of work in one tool. It does do end-to-end project management. It's a good thing that we can do end-to-end project management as far as monitoring the project resources, capacity, and timeline, and the schedule of the project. But that's all we use it for. They get what they need from an outside system in order to manage the project end-to-end.

I do all of the reporting for Enterprise One and it's not as user-friendly. So there's not a whole lot of flexibility of what we can do with the reports or custom reports like we could in our old system. The ability to customize reports is not there. And we actually have to pay for Planview consultants to capture reporting that we really need because of the inability to configure the current track record for Enterprise One. That's the thing that we are struggling with is the reporting capability in Enterprise One, without having to pay for extra services from Planview to get what we need. The downfall of this is because Enterprise One is a hosted application, our administrators do not have access to the data table to all of the data tables, to all of the data, and all of the data sets that are running in the background.

The feature to create summary reports across multiple projects affects our ability to share the big picture with management. The flexibility to customize the reports in the way that management would like to see them, we cannot do. We have to engage Planview in order to have access to data to provide to management.

The reporting capability and access to the fields for our system administrators to have access to the data without having to pay Enterprise One to get the data that's needed to create custom reports for management to create reports need improvement. 

Another improvement would be on the request side for visibility. For the requesters to see progress for work and reporting for requesters portfolios, and for requesters to be able to monitor the working end to end.

I would also like to have the ability to report at a task level for chargeback purposes.

We just configured Enterprise One last September and we went live in December.

There is very minimal downtime. The only thing that is room for improvement is that their reporting is very slow. It's a very painful process to pull reports, it's just really slow.

It does slow down based on the number of projects and also based on the amount of data that's being pulled in a report. If we are pulling reports, from September, for example, it's pulling nine months of data into a report. Every month goes by it takes that much longer because it's pulling in that much data, especially if we're trying to get time-phased effort.

We have about 500 users and the roles are requesters, project managers, executive users, resource managers, compliance, finance users, and we have our system administrators.

We are using it about 50% of the application's capability and we have plans to increase that by bringing in cost capital. It's basically expenses.

I would rate technical support a six out of ten. Most of the time, if a ticket is open for an issue or we are not able to do something, we're just referenced to go read out into the customer success center without actually getting help from the customer support. Or by the time a solution is provided by customer support, our system administrators have figured out a solution. Our customer support representative that monitors our tickets is really good. He monitors our tickets for us. He follows up on the tickets. I think that that is a good thing to have for all clients. I think clients should have a customer support representative to collaborate on what tickets are open.

Secondly, the reason I gave it a six is because a lot of the things that we bring, that's not an actual error, but has to do with the functionality of the application, we're just told the functionality is not there. No, Enterprise One can't do that or yes, it can, but you have to pay a consultant to set that up for you. Which are things that should be able to be done by an administrator. But again, with the application on the cloud, in the cloud, we are very limited on the flexibility of what a system administrator can do within the application.

Then timeliness of resolution and tickets being routed to the correct team's queue to work on the ticket could be improved. The customer support representatives are great. I think they're as helpful as they can be. But their knowledge of the system in itself has them answer us in a way that say "Just go read about it on the Customer Success Center."

The initial setup was very complex. It was rushed and there wasn't a lot of follow up after the configuration. Our consultant was very knowledgeable, he was very good. But there's only so much he can do in so little time. The configuration was basically the consultants setting everything up with very minimal help or interaction with our administrators, and because the configuration and go-live are so far apart, there was not any followup. To improve after configuration, there should be a series of follow-ups with the system administrators and the product owners, as well as going live, make that available.

The configuration was about six to eight weeks. We had our plan B consultant about that long. But after the system is configurated, we didn't go live until December, because after configuration we also have to take time for the creation of training material to train our end users because it was a completely new system. After configuration, you need a couple of months to just create the training material and provide training and adoption of the application. We were not able to go live until about December because of the time it takes to do the training and adoption of the application. By that time when you go live, you're not really using the system right after configuration until then. There are going to be things that come up that a consultant should still be available for the solution as the company goes live.

We had implementation strategies based on the user role. To start, if you think of end-to-end projects starting with the requester, all the way down to closing the project. The strategy was starting at the initiation of a project and continuously moving in the training, the order, or at the same workflow that a project goes.

The licensing and pricing are a bit high and the flexibility of the licensing is high. I think that the pricing to engage consultants is high. I don't have anything to compare it to other than other applications that I've supported. So there's just not a whole lot of flexibility in our licensing, which makes it very limited to what our requesters can do and different roles in an app.

My advice would be to be more engaged between the system administrators and the consultants during the configuration stages. Also, for Planview to be more transparent about what the system administrators can and cannot do as far as reporting. And then also make sure that there is time for a training plan and a very well-thought-out training plan based on each phase of a project and user role as they are interacting with that project.

The lessons I've learned is the need to ask more questions about how the application works as far as configuring the system and learning more of the limitations of a system administrator so those questions can be asked upfront during configuration.

I would rate Enterprise One an eight out of ten.

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.

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.

The most valuable feature of this solution is the completeness of the standard, underlying metamodel. We can put most of our attributes or information that we want into the standard metamodel. This is important because we don't need to think about what kinds of attributes or objects we need to create because they are already provided. If we stick to what is called the active metamodel, then the UI is on top of that and we don't need to do a lot of UI customization in order to manage that data.

This is a flexible solution in the places where it needs to be, although it is rigid in certain places because it still uses old technologies. For example, you can see this in the reporting. They started with a Cognos Business Intelligence/Business Objects, then they moved to BIRT, and now they have moved to SSRS. There are still some legacy flash components in there, so there is no clear strategy on that side.

The flexibility helps in that it has a vast amount of predefined roles. It's flexible to safeguard the areas of the platform that you open up. The new portal is flexible enough to create your own portfolios and column sets, which will cater eighty-percent to what people want. The flexibility allows it to become more self-service, and we can on-board users that do not have an IT or enterprise role, but more like an add-on list or even a business user.

Configuring the UI in the content management system is too elaborate and too time-consuming. The look and feel are outdated because it's more than ten years old, so it's not that flexible when it comes to using the real estate that you have on the screen to cater to certain persons. If you look nowadays at web UIs, they are more intuitive than what is currently provided.

The workflow engine needs to be improved to provide for easier configuration and better functionality. Creating workflows needs to be done in multiple places, and the process is elaborate and time-consuming.

We would like to see improvements made on the CTM side and the survey engine. We are now doing app rationalization and we took all of our applications out of Planview CTM and put them into a different tool to run the surveys.

All the parts are there for a low code platform, it needs some uplifting in the UI and workflow. this is the real untapped possibility of CTM.

We have been using this solution for 12 years.

I think that the stability of this solution is below average. With every new update, I find bugs. We have on average twelve bugs active overall and the number doesn't go down with each release. They will fix something and then I find something else.

The scalability of this solution is good. We're onboarding more people and because we're running on-premises, we can scale our VMs ourselves.

On a scale of one to ten, I would rate the technical support an eight. It depends on the question that I asked because we do a lot of our own development on Planview, and sometimes it's in a gray area. At times it will need to be Professional Services, but in most cases, I will get my answers and technology questions answered.

I believe that we have seen ROI because for us it brings value, but I cannot quantify it in a monetary sense. It's more in the insight and knowledge that makes things feasible. That's what is important. We're not in a place where we can put a figure against it. It is a subjective measure, rather than objective.

Our licensing fees are approximately $50,000 USD annually.

As an enterprise architect, it's our role to see what's out in the market and evaluate competing solutions. I do have contacts with two of their competitors, BiZZdesign and LeanIX, who would prefer me to use their solution. 

There are several reasons that we have stayed with Planview so far. First, we have a lot invested in this solution. The metamodel is still great. We are used to their UI and we have integrated our application portfolios into other systems. Moving away from this solution would require changing some of our integrations.

LeanIX is not ArchiMate 3 compliant and has a limited set of relationships and components.

With BiZZdesign, you need to have multiple products to match what Planview can do. 

Generally, Planview is always keeping in touch with the players in that field. They are always heading towards a common discipline.

My advice to anybody who is implementing this solution is to start small. Think about your primary use cases and build it out from there. Also, think about what kind of information you want to use or start with. Make sure that you are safeguarded for scope because Enterprise One is a strategic and tactical system, and don't try to make it an operational system. We tried to do that in the past, doing more like IT operations, like CMDB, and the system is not geared for that. It's more on the strategy side, but that also means that you are more thinking in logical construct and conceptual, than really operational things.

I would rate this solution a nine out of ten.

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're still in an early stage. Things will change as we use it more. I did program reports that are important and that will provide us with value.

I think that the user interface needs some getting used to. It's not immediately intuitive. That's potentially room for improvement. I think also that an organization needs to have good support from some senior management to get something like Planview established. If that's missing, then it's not so easy to get support for it in the organization. If I was to talk about a feature or something for improvement, I think it would be the user interface and, in particular, the link between strategy and work.

We started using Planview in November of last year. 

We haven't experienced any issues with scalability or stability. So far, the application seems very stable and scalable. But we're not using it for 5,000 users at the same time. We're more like a couple of hundred.

We worked with Planview consultants to configure Planview to the organization's needs. So, if there's something that is important that the customer, namely ourselves, understand what we want so we can help Planview to configure it well. Investing in knowledge before starting is quite important.

I suspect it's perhaps a bit more expensive than some other competitors, but I wasn't involved in the competitive bid. My job was to implement what we had bought. I don't have comparison prices.

I would rate Planview a seven out of ten. 

In the next release, I would like to potentially see better integration between the strategy and the work aspects of Planview, so that you can report across them better. I think it's also quite early to say. We need to use it for several months to get a better feeling for that.

The interface has to do with the fact that it takes some time for new people to understand the tool. I don't think it's too bad myself, but, potentially, they could make it even better. More intuitive. In the first instance, the user interface requires some familiarization. It takes a while to get familiar with it. It could be improved.

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

We do a lot of big projects which are pretty expensive to structure the product development around and see the progress. Every time we start a project, we have to expense the spends for certain amounts. We need some baselines, like predictive versus actual.

The product has been stable and reliable throughout our testing.

So far, it has been scalable.

The support is good. There are some good people there.

My frustration is that there is so much turnover at Planview. Every time we have had an issue, particularly on the sales side, you're talking to a new set of people. 

The technical people are very competent, but there is so much turnover in the people that we talk to, and that's frustrating. They will say, "We can make this work." Suddenly, that guy has left, and we have no one. Then, we have to start all over.

The decision was made before I was in charge of Planview.

We found it the best to hire the Planview team and get the setup done through them. It took a couple of days.

We used Planview for the implementation.

It is way too soon.

Our licensing costs are about a quarter of a million dollars per year.

I would rate the product a seven out of 10.

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.

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.

The most valuable feature of this solution is reporting.

The integration with Power BI, in particular, makes it very easy to get information in a useable format out to our stakeholders.

This is a flexible solution. The flexibility allows you to take care of your stakeholders in different ways. Depending on their way of working, you can accommodate several different processes.

Some of the out-of-the-box reporting is not immediately useful and although it can be configured or customized, there are still improvements that can be made.

This solution is stable. I've not had a technical issue where I was not able to access it. It has always been a solid, high-quality platform.

This solution is easily scalable. It really just depends on the administration team that you have in your company. When somebody wants it, you ask them a few questions then you turn things on for them.

The technical support is among the best in the industry. They're very clear, very thorough and they get right to the heart of the problem. They're willing to work with you and help discover any issues that arise, as well as the implications.

Prior to the solution, we were using the HP Portfolio and Performance Management System. We switched because it wasn't as comprehensive and couldn't handle tying everything together. We had a big issue with getting visibility.

We realize ROI through this solution because it is the way that we manage our strategic portfolio. It is difficult to quantify, but it is an essential part of our operations.

This solution has reached a pretty comprehensive state, so it is difficult to immediately think of features that it is lacking.

My advice to anybody who is researching this type of solution is to make sure you're working with a vendor like Planview, who has a comprehensive solution from innovation to the inception of ideas all the way through getting your teams to be able to collaborate together. It really makes a difference if they're all in the same environment.

This is a good solution, but there is always room for improvement. Planview seems great at identifying what needs to be improved and then moving the ball forward.

I would rate this solution a nine out of ten.