It is primarily used for project and portfolio management within the technology department. Only our technology department is using it. It is what we use to manage our technology work in terms of resource assignment, timesheet submission and entry, and work schedule.
We're on version 18. They do monthly versions, so we are just a couple of months behind at this point. We're using the June 2021 version.
Enterprise One's view into resource capacity and availability helps us in managing work. We are able to see the capacity of the team and the capacity of the resources. Once you're aware that a team is above and beyond its capacity, you can go back and look at the work that they have scheduled and try to reprioritize any work if need be. If Enterprise One is showing us that the team is over capacity, then it is likely that some of the work that they have scheduled and is in the backlog won't be completed within the indicated timeframe. For example, if we're looking at a forecast through the end of this year and it is showing that the team is above their capacity, then it allows us to go back and at least start talking about how do we reprioritize the work that's scheduled for them, what can be pushed away, or what can be deprioritized.
With Enterprise One, we can see the end-to-end work management. It provides 60% to 70% capability for the end-to-end work management for the full spectrum of types of work.
We have it lined up against our strategic initiatives, so we're able to see underneath those initiatives what work is being completed and get at least a high-level view of when that work is scheduled to end. With Enterprise One, we have the ability to see that alignment clearly in one view or in one source, and it is a source that is maintained more frequently. In the past, it was typically done in spreadsheets, and because different versions of spreadsheets may have been passed around, you wouldn't know what the true reflection or the true status was. So, it has helped us in terms of being able to align the work and the strategic initiatives clearly within one tool or within one source. If any adjustments are made, those adjustments are visible to anybody who has the necessary permissions and access to see them. So, it has probably helped us in terms of accuracy for work and strategic alignment, but it is hard to put data around that. It has definitely helped us with being able to clearly see the big-picture alignment. Knowing that any changes that are made are instant, and we have one true source of this visibility is very helpful.
Enterprise One has helped with the prioritization of projects through alignment with strategic objectives. It is used to help with those discussions at a senior leadership level. So, it has been helpful because the visibility of how much work is being done and the potential cost of the work helps people make that decision. They do use data out of Enterprise One to come up with how they need to prioritize it. So, it is a contributing factor, but I wouldn't say it is the only thing that is used for prioritization determination. It may be has made us 25% more efficient in terms of knowing how to prioritize. That's simply because we have that visibility and a true source or one source where we can see where work is and where resources are. So, at least, that's a contributing factor, and there has been an impact there.
Enterprise One allows program managers to group work together and see the resource demands and costs at a consolidated level. It makes everything more effective because you're able to see where work is aligned. The way we've configured and structured it, work has to be aligned under a particular initiative. So, the program managers can certainly see all the active work that is going underneath their program. It definitely makes it more effective for them to manage their work and be able to make certain decisions.
With Enterprise One, you can drill down to the individual work items and the resource assignments from the high-level program. It did affect the ability in a good way because program managers can look at it initially from a program manager's lens. They'll see the high-level status of where everything is aligned, and then they can start to drill down. If they think that one project might be overburdening or spending more than what was planned, they can drill down to see where that impact is.