Broadcom Clarity Reviews

Obviously, the project management aspect itself is valuable to us, but we're also using it for portfolio management and financial planning. The combination of these three functions makes this a great tool.

We used an old, in-house system and we configured CA PPM to look and feel like the old one. This didn’t benefit us and we should have probably used PPM as it came.

There were some bugs in the old version that were supposed to be fixed but are not. Some features that needed to be added have never been added.

After assisted implementation, we haven't had issues with deploying it.

The solution has up until this point been stable.

It has scaled well so far.

Online support would be an 8/10, but it depends on the person, and the first level is not good as the next level.

We got support for our implementation so that made it easier.

I only recommend to use it the way it was designed and to minimize custom configurations.

Project Management and timesheets.

For projects, having all of the relevant data in one location is helpful.

• Project Management, as it allows us to track all of a project's elements in one database.
• Reporting allows us to create custom reports.
• Dashboards are useful to review a large number of projects.

Needs Gantt to MS Project link.

No issues with stability.

No issues with scalability.

On a scale of one to 10, I would rate support a seven.

Multiple solutions. Switch was to pull data into one software package.

Complex. There was a lot of customization that was required to adapt PPM for our needs.

We evaluated other options, but I was not involved in that stage.

Consider your company's requirements and review the features of PPM against those requirements.

The primary use case is about demand management and understanding where our resources are allocated and who is over or underallocated. Often we find that our shared services organization is caught blindsided when demand comes their way all of a sudden, and they have no previous inclination of that. 

Something like CA PPM would really mitigate some of that as we forecast our demand for the next six months, or whatever. Shared services would know ahead of time as to be able to balance, not only the work, but even make some hiring decisions ahead of time, as to be not caught by surprise.

IT just rolled out the tool. Therefore, we are in the process of rolling out the tool. That said, I have worked with CA PPM in other companies. It definitely has met the use case of performing well. Although in other companies, the bigger use case was really around portfolio, scenario planning, and long-range business planning in large companies, like Boeing.

It is about bringing about that transparency. Once you bring about that transparency, what happens is, you can use data to encourage people to pivot in a certain direction. If I just go with a gut-feel, I do not get anywhere. If I have data and I have our investments captured, and I have my resources captured, I can let the data speak for itself.

The data should be able to make decisions. Use the data as the catalyst, if you will, and I am just the messenger.

Transparency and just having the ability to procure information that is pertinent. Not just the execution of programs in a more systemic way, but also from a strategic perspective; to understand the big rocks in the organization and how much money are we putting where our mouths are.

1. I would really like a modern UI. I do not want to get on a user interface and feel like I am in the 1990's. Today, at least prior to 15.3, that's the case. Even 15.3 does not really do it for me. When you look at the new UI, where they are looking at light project management and resource allocation, those are very compelling and modern interfaces.  
2. It would be just seamless to integrate with some of the industry standard tools that are out there. I know they are making some headway with Power BI, Tableau, ServiceNow. JIRA, and others, but it just seems like they are just getting started. I would have thought that being 30 plus years in the industry, that they would have figured this out long ago.

We are going with the SaaS solution now.

I am hoping that it is going to be stable, because again, we have not hit production just yet at F5. However, in a previous life, we had on-premise CA PPM deployments, and they have all been pretty stable.

We are targeting a February launch.

It has worked for organizations the size of Boeing, which is 160,000 people. F5 is 4,000, so I do not see a scalability issue.

I have not used technical support yet.

We did not have anything before. We did not have a PPM software at all, let alone a process behind it. F5 is a pretty young company.

We have been in business for about 20 years and grown leaps and bounds. The focus has primarily been customer-driven features, products, and services. Now, I think we are pivoting more towards, "Hey, we better get our act together to be able to compete in the marketplace." 

I think the attention is shifting more towards internal process maturity.

Nothing is straightforward, especially when it is company-wide. There is a lot of organizational change management that goes with it. There is a lot of, "Who moved my cheese-type of discussions?" that you have to have, but I think none of that is unexpected.

I would say there were not any unknowns that really came our way. I think the organizational change management takes the cake in that.

There were two others. They fell short in a few things that were absolute must-haves. Although, they were working on getting those features available, they were not there, and we just could not move forward with them.

Look at the needs of your organization first. If you can meet that need with a scalpel, do not go with the sledgehammer. CA's outlook has a pretty broad spectrum in terms of being able to meet the needs of varying organization sizes. However, focus on the need that you have at that point in time and do not cast such a broad and wide net, because chances are your organizational change management is going to limit you anyway. 

Take a look at what your needs are. Choose a product that is modern and cloud-based. Do it in phases. Do not try to bite more than you can chew.

Most important criteria when selecting a vendor: It is the ability of the vendor to really understand where we are coming from in terms of our pain points and our requirements. Not using the book and opening to chapter 17, paragraph three. I do not want that. I want vendors to really feel the pain, relate, and be part of the team. 

There should be a seamless integration between full-time or contract people. Be honest, open, and transparent to the biggest extent possible without giving up any proprietary information. That is not what I am after. 

Just be upfront and honest about dealings and capabilities. Winning the trust of clients probably takes care of 80% of the headwinds that contractors and vendors face.

It allows us to manage our products with all its features, like configurability, filters, add-ons, third-party app integrations, etc.

In our company, we have several projects for which PPM really helps us. It mainly helps us track dates and deadline, and makes sure we're within budget with project costs. All this is very important as we deliver projects for our customers. We're also able to track projects for out customers.

Right now, we're also seeking CMMAI certification, and PPM is helping us with that.

The user interface is a little outdated. But nothing is perfect, though it has all components that we need.

We've had no issues with deploying PPM.

It's been very stable for us.

The tool has supported our scaling without issue.

We aren't using technical support.

Initial setup was totally straightforward.

Just buy it and use it as the tool and all its features are very, very good.

It gives us complete visibility of resource allocation on a global team.

It forced the organization to implement standard project management practices.

Make transitions easier to implement, e.g. if a new portfolio comes along, it should be easy to integrate to the existing portfolios.

I've used it for three years.

No issues encountered.

No issues encountered.

No issues encountered.

It's good.

It's good.

No previous solution was used.

We used a vendor team.

We've not measured it.

We also looked at SAP PPM.

Plan, plan, plan. Make sure you understand your organizational needs and you know the process forward and backwards. The software is just a tool, if you do not understand what you're fixing, there is no way the software will help

The most valuable features are:

• Scalability: CA PPM supports the approach of starting simple with continuous improvements and additional scope/complexity. This enables the system to adapt and grow together with organization maturity.
• Flexibility: CA PPM consists of several integrated modules which can be implemented in a combination that brings the most benefit. Also, each module can be easily adjusted to fit the organization’s needs and business processes.

Centralization of all projects into one tool using a standardized way of prioritization improved the visibility of current and planned spending against company’s goals and strategies in the portfolio.

Standardized status reporting and dependency management improved the awareness of business stakeholders and enabled comparisons across the whole organization.

Resource planning based on actual project performance improved the forecasting accuracy and sped up the project delivery by highlighting the potential resource shortages early enough to take corrective actions.

The user interface seems a bit outdated in some modules, while the most frequent modules have already been updated to a modern look and feel.

I have been using CA PPM for 10 years.

We have not had stability issues. The solution is available as SaaS as well as on-premise.

We have not had scalability issues. Scalability is one of the strengths of the solution.

I rate support 9 out of 10.

We did not have a previous solution.

Initial setup is easy as the solution can be implemented in an agile way. Different modules can be implemented independently and with different complexity.

Licensing is based on the type of operations the user does in the system. That is why it is important to understand which roles will be using the system and what role they play in the business process to be able to optimize the licensing cost.

We did not evaluate other options.

Do not get overwhelmed by the solution’s options and capabilities. Start small with the areas which are the most important for your business and then grow continuously using the agile implementation approach.