Planview Portfolios Reviews

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

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

Having a single source of the truth, specifically with the integration with Power BI, enables us to give leadership more relative content for decision-making. From being just a local project manager and reporting status type of a tool, it is now being leveraged heavily in the executive decision-making process. They meet every month with summary reports that we generate to make decisions.

It has helped with the prioritization of projects. That's a part of the reporting process. From an IT perspective, we've gotten better at the delivery process. We're not, by any means, near great yet, but it is a journey that we're starting. Over the last two years, we've had a lot of adoption because of senior leadership's involvement, and therefore, things are moving more aggressively towards that point where it is more relative to what we do on a day-to-day basis.

It allows program managers to group work together and see the resource demands and costs at a consolidated level. It puts the data that the program managers need right in a single source. However, they don't do capacity planning and capacity management in Planview. So, while they can see their burn rates, the resources that they're using, and the roles that are being leveraged, they don't actually use it for capacity planning.

We use it for high-level milestone management. We use it to see if projects are falling behind. We also use it for change control and financial reporting. Our senior leadership makes decisions based on the data that is reported out of Planview. So, it is used not for detailed project planning but rather for executive reporting and consolidating the information down into manageable pieces.

It definitely improves the change process when things are running behind. When we didn't have a tool or when we didn't use Planview necessarily, data was more or less the opinion of the project manager or the program manager who would then say that we're just going to push this date out. Because there was nothing locked in stone, it was just reported that we're going to make a little change here and a little change there. They moved dates, and everybody agreed verbally. There was no question of you didn't complete on time, whereas now, the system asks about your target date. If you change that target date on a huge project by a couple of days or two or three weeks, it is obvious. Previously, where you wouldn't notice it because there was no real firm tracking mechanism, today, it stands out. When the date goes from January 1st to January 29th, the system shows that as a variance or a change. Now, it is obvious when things move, and you know when things aren't completing on time. With the reporting that we're doing to the leadership team, they can see when things aren't going as planned.

We use time reporting. We convert time reporting into financial costs and do contractor and capacity planning for our resources. We track our work. That's the module we use extensively. As a matter of fact, we have upwards of 300 open projects at this given moment. It is pretty close to 300 open activities that are working.

It is not an end-user-friendly product, and that's really the biggest thing. The hardest or the biggest hurdle I've ever had to face was adoption. I did the installation of the HP product in 2011. The company used it from 2011 to 2015, and the adoption was very high. When I was given the Planview product, adoption was very low. It wasn't as extensively used. We actually had people who wanted to go back to HP PPM because the interface of Planview was so broken, and it still is to some degree. It is not user-friendly. It doesn't flow the way a project manager thinks. What we did with HP PPM was a lot more manual programming. It wasn't as nice in terms of the interface, and it wasn't as pretty, but you could design it and build it so that everything flows with the way you worked, but Planview doesn't quite do that. There are a lot of screens. You have to jump back and forth. There are so many different places you have to go to just to do some basic tasks. That's the biggest thing that has really hindered adoption.

We use it for forecasting and planning work on the projects. We are able to leverage the data that it provides to do some more concise consolidated reporting, but we mine the data using other functions. The data is collected into Planview, but its reporting is just not quite what we're looking for. We don't use it to do reporting directly. So, we create data sets or pull the data out of Planview, and to get the data down into a view that leadership can then work with, we reformat it by using tools like Excel, PowerPoint, and those kinds of things. We do quite a bit with Excel. We export the data and run it through certain functions. We deliver that data to different groups for feeding into other products because we don't currently allow direct interface into our financial systems. To eliminate the need for exporting data into Excel reports, for the most part, the Power BI capability will eventually replace the external reporting that we do by using other tools. Power BI interface is a huge improvement in the capability, but it is new in our organization, so we probably have a learning curve there. The SaaS reporting is obviously more complex and less user-friendly, but the Power BI solution has definitely more reporting, and it is leadership-data focused. It easily allows the creation of dashboards that executives can manipulate and work with themselves.

We don't find Planview's guides and documentation extremely useful. There is room for improvement. It is very difficult to find things on their website. There is no easy way to find what you're looking for. Everything appears to be broken and in small snippets of data. When you go to their customer success center sites for documentation, everything is just a little snippet of information. There is no clarity about how something works, and how something should be configured. If you're an administrator, it is even less useful, and it is very vague. We end up spending more time taking that snippet of information, and then we have to actually go and figure out the details ourselves. It is not something that tells you how to make something work. It says this is what this does, and this is what it can do. You have to then go and figure it out. They have a consulting arm of the organization, and I think they expect you to call up and ask them to come and show you how to configure something.

I have been using this solution for five years.

It is very stable from an operational perspective. In the five years that I've been managing the product, I've never had an outage of more than 15 minutes.

It seems to scale very well. We had migrated 1,900 users from HP's PPM to Planview, which was a user community of 300. We now maintain an average of 1,800 users in the system. So, we went from 300 to 1,800, and there wasn't any impact on the performance of the product.

In terms of the roles of its users, we have project managers, portfolio managers, developers, release people, architects, engineers, and a management team that does overall oversight.

I do use technical support. At the moment, I have to. Most of the time, they're knowledgeable. They tend to be responsive. I'm the product owner for the company that I'm with. So, from my perspective, they're never responsive enough, but when I think about how bad it could be, I want to say they're reasonable. Sometimes, the turnaround time is a couple of hours, and other times, the turnaround time is months but not from an actual impact to resolution. Sometimes, it takes weeks.

There was a merger of two companies. One of them was using HP PPM, and one of them was using Planview. The company that was running HP PPM decided that it was better to go to Planview, and that's when I became the owner of the Planview product. That's when I started the current path that we're on for migrating to the way the product is used. They switched because it was cost-effective.

I was not a part of the initial setup because the original setup was done in 2013 or 2014 by a company that we acquired. In 2015, we migrated HPs' PPM. 

We're starting to see a return on our investment. Obviously, it is a journey, and you have to first get adoption. We're starting to get some serious adoption. Now that leadership is starting to adopt this solution, they're looking for more from it. So, as we grow, we get more from it. 

We got an organized environment in the beginning in terms of project reporting and project management to a clear set of guides and principles. We have a single source of data for that kind of stuff, and that was a huge piece because it was all broken before. So, on that journey, return on investment has to be looked at from an individual company's perspective. We're seeing the return on the investment more so today because the leadership team is now using the data to make real-time decisions. They're forecasting their work for the next year. They're now using the data that's actually in Planview. Three years ago, we didn't do that.

Planview is a little pricey. From a licensing perspective, for just a simple timesheet user who does nothing in the system but reports time, the licensing is a little pricey, but you have to look at it from what it is that you get.

We have 6,000 users, and I don't manage the system at all. I just have to add them to the system. The servers, maintenance, OS levels, security patching for the OS, and all other things are not something that we maintain. So, you have to look at it from an operational perspective. It is not just the product itself. A holistic view has to be taken when you look at the product and how you're going to support it. I would have to hire an entire operation staff to bring it in-house, and at the end of the day, that might cost me more. The license might cost me less. I might get a whole lot lower cost on my contract, but at the end of the day, I'd have to have all of the backend resources and the knowledge on the backend resources to support the app locally. So, the cost is strictly going to be looked at from a company's perspective.

We've looked at other options. We've looked at the possibility of a different product. As a matter of fact, our current agreement is about to expire. So, we're looking at other options and other capabilities to see if there is something out there that makes more sense for us.

We've looked at Clarity and Azure. We have Azure and Jira in the organization today, and they are used widely. We also have ServiceNow in the organization. We are evaluating whether those products meet what we get from Planview today and whether we can reasonably migrate to that type of solution. It is really more about the migration to a new product in terms of adoption and training.

Its view into resource capacity and availability helps us to manage work to a degree, but we don't use it extensively. That's the one area where we're looking to improve or increase the capability of the product from our own internal perspective. It is not necessarily in terms of the way the product works; it is in terms of the management and administration of our resource pool. That's the step that we're working on now.

We don't use it for end-to-end work management, resource assignment, and creating summary reports across multiple projects. All the reporting is done in Power BI.

I would rate Planview Enterprise One a six out of 10.

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

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

It's helped the company due to the fact that it does a reasonably good job of tying in those resource forecasts. We're able to integrate with cost information from other systems that we have. It does a pretty good job with that. Also, the ability to tie the risks in with the work is pretty helpful. I like that. Having that being sort of a single source of truth for the risks and for the resource forecast, that's been very useful for us.

The solution has helped with the prioritization of projects through alignment with strategic initiatives or objectives. We are now funding incrementally, planning for shorter periods, and doing reviews more frequently instead of doing yearly reviews.  We're able to do that using Enterprise One. That's helped us a lot.

I like to work in the resource assignment view. I like the ability to plan tasks out and sequence them. The risk management is great and I appreciate how you can tie risks to the work level items. It helps us forecast resource costs and we’re able to tie the risk to those aspects which helps us keep those items on track.

We're not using the solution for forecasting remaining effort. We use it just to forecast resource costs and other direct costs that are entered.

The solution view into resource capacity and availability helps us to manage work.

For example, we're currently moving forward with what we call capacity-based planning. The tool is integral to how we're doing that.

The solution provides a variety of types of resource assignments for assigning work to people. It does allow us to have different assignments for resources. It does have some limitations, however, it does allow us to do that for the most part.

The solution allows program managers to group work together and see the resource demands and cost at a consolidated level through reporting. The reporting is pretty basic in that it allows us to export the data. It requires project management to undertake some additional analysis outside of the tool which we're able to do at this point.

When it comes to managing project plans, the solution works fine. It works well for that. The challenge that we have is that, in our environment, we don't necessarily use it as designed, we use it a little bit differently. That's not the tool's fault. We don't advance the system time every day or every week. We do it monthly. We currently are not doing extensive dependency management within the work.

The out-of-the-box reports, as far as I can tell, are weak. We've had to build a lot of reports using Power BI, which we connected to it.

Reporting is not my focus area, however, one of the things that would be nice is if we could connect our Tableau to it. We do use Power BI, however, we have also been using Tableau. It'd be nice to be able to use that toolset as well for reporting.

One of the problems that we have is that any of the data that comes out of Enterprise One is a point in time. We can't show change over time. Therefore, if we're looking at, for example, progress on work, and we wanted to know if a schedule has gotten better or worse versus last month or last year, we're not able to do that directly on Enterprise One. We have to use a reporting database and extract the data periodically and then use that as a basis for our ability to show change over time. That's a hassle. It would be nice if Enterprise One was able to show change over time, by having the ability to report on data from prior periods.

The solution doesn’t provide end-to-end work management for the full spectrum of types of work. It doesn't work that well in and of itself for planning Agile delivery, for example. I know that they have LeanKit, and we have LeanKit licenses, however, most of our enterprise is using Jira. We are interested in connecting to Jira. That should be coming out in the next year. That said, at this point, I would say it doesn't provide us the end-to-end work management or resource management that we would like without that Jira plugin.

If it could provide historical data or prior time period data, then we would be able to have fewer integrations. That would be an improvement for us. It would probably mean an ability to shrink our footprint on some other Hash Apps, which would probably mean cost savings for us and a simplification of our reporting. 

There could be some simplification on how we manage the users on the system. When you have a user for the system, you have to manually provide them grants. It's not like you could clone a user and provide those same grants to somebody else on their team. You have to do it all manually. That's a hassle.

The inability to paste in data, or do bulk data updates is a little bit difficult as there is no bulk update for work and resource working assignments. You have to manually enter all that information. That seems unnecessary.

If somebody's allocated at a certain rate for a certain time period, you should be able to copy that across and say, this is flat for the rest of the year and then modify it with any exceptions. It's not easy to do that sometimes.

We are not able to drill down into the details and align the consolidated information with this tool. We’d like to have that capability. Every time a project manager or a program manager has to export information and then do pivots and do whatever else in Excel, it means that there are copies of data floating around that we'd rather have stay in the tool. We’d like them to be able to do their analysis and reporting directly out of the tool. We're not there yet with that.

I would not say that the solution has increased our on-time completion rate.

I'd like to see some of the configurations simplified. There's a lot of weird duplication of fields when you're looking at the alternate structures. There's inconsistency around field naming conventions.

I've been working with the solution since 2018.

The stability is pretty good. It's a little bit slow. In particular, we have some projects that are pretty sizable, and then there's substantial performance issues. For some projects where we have hundreds of tasks with hundreds of resources to open, it might take on the order of five minutes to load up, which, to open a screen, is not a reasonable amount of time. That's not normally acceptable.

We've had to artificially break things down into smaller projects, even though that's not the way the work is being managed. That's been a challenge in terms of when we've had to execute workarounds.

There's a scalability problem around very large projects. If you get a large project with a lot of resources and you want to project out for several years, we've had to change that forecast due to the fact that it wouldn't scale. Opening it now takes five minutes, however, in the past, it would take 15 minutes to open and then change things. It was really slow to refresh. We've had to break large projects down to something smaller to make it still somewhat unmanageable, but better.

We have 500 or 600 staff that use the product. We have some people that really just manage risks. We have some people that do resource forecasts. We have other people that really are focused on reporting. We also have other people that do project management and others that manage programs. On top of that, we have some people where their extensive usage really has to do with certain life cycle approvals.

Usage may increase slightly. At one point we had almost 800 users. We were able to cut that down a little bit. We may go back up above 600 in the near future, I don't know for certain. If we have any growth, it would probably be 10% in the next year. That is my expectation.

Technical support has been pretty good. We had some challenges as we were not on the latest platform, on the latest release, however, we just did an upgrade. We're on the July release now. We're two months behind. We are not yet accepting the monthly releases.

Overall, technical support is usually pretty responsive.

Positive

We used Microsoft Project Server for some things, and for other things we used EPPM, which is from HP.

We switched from EPPM to Enterprise One. It had a good review and we wanted to give something new a try. I wasn't at the company at that time, so I don't know if it's the best alternative to EPPM. For the scheduling stuff and detail planning at the task level, we switched from Project Server based on cost. We knew that Enterprise One had the functionality, so there was no reason to support two tools any longer. By focusing on Enterprise One, we were able to simplify the assets we had running our software platforms.

I have not used SAP or Oracle products for project management in the past.

I wasn't a part of the initial setup. I can't speak to whether it was straightforward or complex.

The deployment took about nine or ten months. We wanted to do a phased roll-out due to the different organizations that were involved and also due to the fact that we wanted to work with the different parts of our organization to get the sets of requirements configured.

In terms of maintenance, we have a team of about 30 people that does testing as well as configuration and deployment. There are some people that focus on the configuration of strategy information, and life cycles. Others work on configurations related to the work and any of the work-related attributes such as risks and issues and status. Other folks just work on developing Power BI and other external reports. We have other people that work on training and communications as well.

We worked with Planview directly.

We didn't implement this product to expect some specific financial return. We were just trying to enable certain functions that we have not monetized. We don't have a payback period or anything like that.

I do not have information about the pricing. I know that we have on the order of 600 people on the license, however, I don't know the costs around it.

The company may have evaluated a few other options. Project Server was one of them.

It's my understanding that Project Server has better integration with SharePoint, which is in some ways similar to Projectplace. Project Server is easier as it requires a desktop client, or, at least it did previously in order to maintain the schedules, which was very convenient for a lot of users. That said, in a lot of ways Project Server and Enterprise One are similar, however, honestly, I like Project Server better.

We're just a customer and an end-user.

We're using the July release currently.

The solution meets our needs at this time. It has some limitations with respect to some functionality we're not using yet related to team-based assignments. Maybe it's an area that is not fully applicable since we're not using it yet. It's a feature that was rolled out a year or so ago, or maybe a little bit more, and we have not yet adopted it.

One of the things that I did hear, although I wasn't part of the decision, was that the Gartner Magic Quadrant was a big factor in swaying management's decision. Enterprise One was in the Magic Quadrant. It was well-reviewed by Gartner. I would advise others to give this less weighting and to really look at how configurable the tool is. Project Server is easier to maintain in terms of configuration and operations than this product. 

If I had a colleague at another company and they asked me, "Hey, do you like it?" I would say we do like it, however, it's not perfect. Nothing's perfect. However, users need to really think about how easy it is to find resources that can configure it or how easy it is to actually do those configurations.

I'd rate the solution at a seven 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. 

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

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

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

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

We are able to take up the right work and invest in the highest value ideas.

The challenge was that we were doing a lot of work without identifying what work has the highest returns. With Planview, we have that visibility across IT, and all the work that gets entered into Planview is surveyed and prioritized to make sure that we start with the highest valued investments. 

Not only that, we have visibility of all the resources as to where they are spending their time and how they can be utilized to better meet the vision and business strategies of the organization.

The best aspects include:

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

Resource Management. We have visibility of all the resources as to where they are spending their time and how they can be utilized better to meet the vision and business strategies of the organization.

Leankit. The kanban board has really helped us be more agile and we can keep track of everything that is ongoing.

The solution needs to be better at accepting new ideas for upcoming releases. At times, we've requested Planview to add new features to the tool. But they have it go through an enhancement idea process, and we find it a long process. Your idea goes through only if the same idea is proposed by other organizations.

Email notifications for resource allocations/requests/requirements/reserves are something that could be added. A lot of the time, we get questions from resource managers. We would like to get an email notification when a resource request is made.

We've used the solution for nine years.

The product is stable and reliable, with 24-hour support around the globe.

Planview does a great job in scaling the solution with its in-house experts.

We got it implemented through vendor support and are really happy with the support.

The setup cost is mostly the same as competitors. That said, you get a lot of value and return on investment with just one tool.

We also looked into ServiceNow ITBM.

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.

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.

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

Enterprise One has enabled us to minimize the usage of other tools like tracking in Excel and have one place of the source at a consolidated level. This tool has reduced the amount of time and improved visibility across the organization on Portfolio Management. Everything is in Planview. Planview is the source of truth. So that really helps us to efficiently look at the budget, scope, schedule and to identify if there is any variance. There's a lot of learning still to do as we are also new to this tool, but right now it works for us. 

There are also a few tool limitations, but this has also brought us together as a team and community to be creative, to revise and simplify the governance, focus on what is important to be tracked and reported. 

Real-time information. Enterprise One is good for enabling me to see what stage of work and the current financials. I'm able to see where it is during the project adaptation, project summary, and also comparison to the performance baseline. Since I'm still a little new to this, I am still learning how the organization is adapting to the tool. The Planview conference gave me a lot more ideas, in terms of what more I can do with Planview. 

We do have an in-house reporting and analytics team that are working on creating custom build reportings to generate tiles and utilizing the Power BI functionality. It has been really a very cool report that has graphics with color-coded information making it easy and user-friendly. Again, as we are still new to this tool, it has been continuous learning on how to use it better and as we continue to invest time, cost and efforts we are excited to explore what would be its full capabilities. 

We think that Enterprise One will help with the prioritization of projects through alignment with strategic objectives. We haven't gotten there yet because we're moving towards the product Portfolio Model.

When I just joined, it was very easy for me to pick up. I was able to get myself familiarized within a month or two. I think it's a very easy tool to use. Although Enterprise One is easy and user-friendly, currently the learnings have been more via trial and error, I think if Planview could provide better consistent training like a tool demo, structured training, how-tos that would help tremendously.

I have been using Enterprise One since I joined my company around four to five months ago but I believe it was rolled out in the organization about 1 year ago.

We're still learning about the tool being about 1 year in, so far it has been fulfilling the purpose and the need of the organization. 

We are currently transitioning to a more Product based model and Planview has been a great tool to help us and I believe as we succeed that might give us the opportunity to explore other Planview products that might scale the use of this solution.

Initially, it was challenging but most recently its been great. I've been in one of the few sessions that we had with the point of contact. We do have a list of the backlog of the things that weren't functioning as intended or something that needs to be added. Our recent rep has been very helpful.

Previously, my company used Oracle Primavera. I think they switched because of the stability. Planview gives the organization what they want. We're able to do all project/product management in a very simplified and yet robust manner without any added complexity.

I wasn't involved in the setup of the tool here, but I heard was it was quite challenging specifically for configurations and to receive good technical support. It took a few executive escalations, but we were eventually assigned an excellent support representative. 

I wasn't intimidated by Enterprise One because even though I'm totally new to Planview, it is very easy to use. It fits the purpose of what the organization wants. We just want to make sure we know how are we tracking our resources, budget, etc. Enhancing the integration part would help. So once we explore the integration aspect, like with JIRA, where we can pull the milestones in and automatically log time, etc, I think that will enhance what the company is trying to achieve.

Planview is pretty cool. It does what you need to do. My advice would be not to overcomplicate it.

I would rate Enterprise One an eight out of ten. 

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.