What advice do you have for others considering Planview Portfolios?

Before choosing Portfolios, you must prepare all the scenarios well to create projects on Portfolios. You must find the stage you want to manage in the life cycle. I rate Planview Portfolios an eight out of ten because the solution should explore more with reports.

Overall, it has been a good tool. Based on my conversations with other users and colleagues who moved from other organizations, I would rate it higher than other solutions. In a way, it provides end-to-end work management for the full spectrum of types of work in one tool. Our IT team uses different systems. They use Jira and another home-grown system. We have done integration with some of the IT systems that they use, and we are also planning to integrate with Jira, which is critical for us to do. Right now, we have a way to integrate that information, and we are making use of it, but we are looking at seamless integration with Jira. Our IT teams are looking at updating and moving some of their work into Jira for easy management, and that's where this whole end-to-end solution would become a reality, but the integration that we currently have is meeting the expectations of our users as well as the business. I would rate it a nine out of 10. There is always room for improvement, and Planview is constantly making changes. We've been a part of their inner circle programs where we provide our feedback, and they look at our requests. They have been great in terms of looking at those requests.

When we have teams using it correctly, I would say the solution works really well. It is really helpful in terms of scheduling and being able to look at which teams are needed on projects. We just have some issues with buy-in from some people. I would say it works really well for forecasting remaining effort, especially in terms of forecasting the dollar amounts. We've gotten pretty good at adjusting rates because we have a lot of contract workers. The solution's view into resource capacity and availability helps us manage workers. This is particularly true if you have a resource manager rather than just a project manager looking at just one factor. A resource manager can look at the time they have spent on every single project and adjust and talk to the parts' managers. Enterprise One makes it really easy to just pull the resource management tab and quickly look at who is overloaded. You can color code the resource management assignments page screen to make it better to look at.

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'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.

Planview is a very well designed application that with a little bit of training can be easily adapted by the entire organization. The different modules really round out the product, which gives it an advantage over some of its competitors. Enterprise One is a very reliable product and offers robust reporting. The company is very in touch with their customers. I would rate it an eight out of ten.

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.

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

My advice would be to discuss your data upfront before you agree to an implementation. See what it looks like to have the data you need and what sort of costs would be required to do that from the very beginning. Then, see not only how will you visualize and record that data but how will you migrate data. That cost us a lot of time and delay in the user adoption because the migration of data was manual. I would rate Enterprise One a six out of ten.

A big lesson for the organization was not to so prescriptively narrow their opportunities. The way they had it configured prior to me coming on, they had shut themselves off from being able to implement feature capabilities because they had driven out so many restrictive requirements that some of the things couldn't be leveraged. We've been understanding what the capabilities are and where we would like to be, and having a different conversation with Planview when we partnered with them and their global consulting services, to understand what that roadmap looks like, so that we could be guided a little bit better about what to implement and when, and how it might work together as we move forward. My advice would be to be open to the possibilities and not tying yourself too closely that it has to be a certain way. Be open to understanding where you'd like to head and then how that all needs to come together, and leveraging the opportunities that way. I would rate Enterprise One a nine out of ten. We really like the tool and a lot of the possibilities that are there. We've really connected with our support, consulting, and even our sales staff. As we've worked with other partners and conversations throughout the processes, we've really had an enjoyable experience with them as we've gone through our transition. Not only that, we like using what we see every day.

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.

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

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.

The biggest lesson learned would be regarding making sure to have Planview do the training. When we did our training for our organization, we did a train the trainer where Planview came in and trained just a few people in our organization and then they went out and trained their people. But it's like a game where you tell one thing to a person that you pass it down the line and it gets changed by the time it reaches the very end. If you have the budget for it, have Planview perform the training because I think that would increase adoption a lot easier. We had a lot of people who came from different areas that had different methods of tracking projects from Visio Excel and Microsoft Project. Getting everybody on the same page to Planview we had a lot of contention and a lot of people who didn't like the product initially. And that came down to me to training. With the trainer themselves not being very familiar with the system, being unsure about what they're trying to train the other people on didn't give the other associates much confidence in the system initially. The adoption was a lot slower than we wanted. I think that if Planview had worked to perform the training, it would have made people a lot more of a point of contact to reach out to. And having a lot more acceptance and what they were being taught. So that would be the lesson learned. Especially if you're an administrator, go through the advanced training if you're doing FastTrack and if you're doing the configuration so that you'll be more familiar with what the consultant is doing. Our consultant was great. She did a lot for us, but we also saw afterward, once we became more familiar with it, we saw a few errors that needed to be corrected but they were easy and we were able to fix them ourselves. If you don't go through advanced training, you wouldn't recognize it. I would rate Planview Enterprise One a nine and a half out of ten because nothing is perfect.

It's pretty easy to use. It's not that difficult. I would rate Enterprise One a seven out of ten.

For the organization, people really have an appetite for the data. Being able to pull it all together really was the biggest benefit for us. My advice would be not to underestimate the amount of effort it takes to implement. It's much more than the vendor would tell you. I would rate Enterprise One a seven out of ten. I would give it this rating because of the amount of effort it took to implement and bring an organization this big along. It was a monumental effort. It took a lot of work to do that.

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.

The biggest lesson I've learned is that there's a lot to it. There's a lot of information, and the big thing is trying to interpret what the information is telling us. I can look at one report one day, and the same report another day and get a different picture. It's just really understanding, especially week to week, what the numbers mean. My advice would be to be ready to work hard, understand your needs, understand your requirements, and understand what information you want to get out of Enterprise One. So that, in working with Planview on a solution, they can tell you what information you will need to put into Planview, or the Enterprise One application to get that information. That's something I think that we didn't do very well. We thought we knew what we wanted, but then we'd get a month down the road, and we'd say, "Okay, I'm not getting this information." Planview was right to say, "You didn't ask for that information." So again, it totally goes against Agile methodologies, but you've got to really set a good base of what you want, so that you don't have to continually shift, on a week to week basis. Thankfully Planview has been very gracious to us and has reacted to our needs and our changes in requirements. I'd rate Planview an eight out of ten. It's a really good tool, very powerful, and very robust but very complex.

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.

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.

My advice would be do to planning. Ask a lot of questions and do a lot of planning out first what the goal of the organization are. Then, from what their goals are, utilize the tool to try and meet those goals. I am an everyday user of the tool. When you don't have everyday users, or users who go into the same task over and over, it probably is not as flexible for them. For myself, I do find it very flexible. I would rate the tool a solid eight (out of 10). I wouldn't give it a 10. Part of it probably is that we haven't activated all of the capabilities that Planview has. The other part of it is that I work in the tool everyday. So, some of the things that we would like to do as an organization may very well be available to us. We just haven't utilized them yet. Once we go through this assessment process and sit down with Planview next week to go over what we can do, it may change the team. This is where we are in our current state for everything that we want to do. We are in the process of having Planview help connect funding and strategic outcomes with work execution. We are just building a roadmap for this. Our strategies have evolved from other factors, but not necessarily from the tool. We do not use the solution's Lean/Agile delivery tools nor do we use Projectplace.

It is about a seven or eight out of 10. I think for the most part that the tool itself is excellent. It meets our needs. It gets us the reports that we want. It has all of the portfolio and program management functionality. All of that is working well. I would've given it a 10 out of 10 if the integrations in some of the reporting capabilities were easier,

Start with processes first. Do that hard work before you get Planview in and start talking about the capabilities of the tool. The tool can do pretty much anything you need it to do, but you need to know first what it needs to do for your company. The tool is very powerful. Sometimes that complexity makes it difficult to use, but it certainly has more than what we need. The tool has a lot of potential. Our particular implementation of it has some work to be done. I would rate it a seven out of 10. We don't use Projectplace.

I would rate the solution itself as an eight (out of 10), though the overall experience at a 6. I like the solution. There are things that they can improve on. Planview is constantly working on new things for each situation that comes up.

I would recommend the product. There is a bit of a learning curve with it, as with any type of new software. Once you get a good grasp of the principles of Planview, it is a really powerful tool. I would rate the product an eight (out of 10). It's pretty good. It gets a lot of what we need done. There are ways for it to improve, and we should always strive for that.

I would rate the product a 10 out of 10. We are not using outcomes yet. But on the course I took on Monday, we saw the value of having outcomes. It was also brought to our attention the gap that exists between strategy programs and how you connect everything together: strategy outcomes and programs. How we can connect all this, it seems to be the way to go. We are a big company, which has almost 30,000 employees.

* Understand what it is that you want the tool to deliver. * Have clear expectations of what you expect to get out of the system. * Have good user requirements. I would rate the solution as an eight (out of 10).

The product is flexible. We have someone on our team named Allison Cobb who is our Power BI and reporting specialist. She went in and learned the whole schema of Enterprise One to where we have more flexibility than others because we can see certain things, and go, "We want to put that in a dashboard. We want to be able to use that in a different way." I would give it an eight out of 10. The reason why I would give it an eight is what's being brought into the suite of Planview. The integrations that you're going to be able to do with Planview with LeanKit. All of these things, it's really forward thinking on, "These are all the different pieces which are needed to move forward." All of this is great.

The tool is a nine out of 10. Mostly, because I don't give anything a ten. There is always areas of improvement. We have had a lot of pushback when people started up in Planview. I think we're past the cultural part of it. I don't know what makes it difficult. I think it's more difficult than other tools that people have used. I hear over and over that it's not intuitive. Some of it is counterintuitive to the other tools that they've used. Once they get going on it, they're better. The word within our user community is that features are great, but the user interface seems to be very difficult for our team to use. The problem is a lot of them came from Microsoft Project, which is really easy to use, but you also don't get any of the reporting. There are just some things with the parent-child relationships and how you link them. Also, there's something with start and end dates and the rolling of them, which really angers them. They just don't fundamentally understand it. We were not ready for the tool when they bought the tool in. I would encourage people to know their business, have their processes in place, and understand what they're trying to achieve before they go out and buy the tool. Then, they will be better suited for it. It doesn't matter how amazing the tool is, if they don't have the processes and things in place that they need to do, then it's never going to be successful.

The product is a nine out of 10. I need to give a little space for improvement.

I would rate the product a seven out of 10.

I would rate the product as an eight (out of 10). This is based really on what I've learned the product can do, not on how we're using it.

I would rate it an eight out of 10. We have angles that can still be better, but the product gives us enough growth for years.

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.

Currently, we are not taking advantage of the full functionality that is offered by this solution. We really need to push to get to that next level and use everything that is being offered. I think that there is a disconnect between the people who are the administrators of it and the people who tweak it to get it to do what we want. We just need to have the conversations and that vision of what we want it to do. I know we've got some limitations within our own company, where I think we have a vision of where we want to go and things that I want to get. We're just not quite there, yet. We've always struggled, but we have been getting better with our reporting each year. This is a great tool. I have a stronger finance background, so I've used more ERP-type systems and this is my first project management system. From what I can tell, it's great. I haven't used Oracle's or one from another vendor, but I think that this one works well. I would rate this solution a nine out of ten.

Because we didn't buy everything that I would have liked to have seen us buy. Just based on what we have, it's probably in the seven to eight range (out of 10). Some of the agile functionality and features would definitely bump that up a bit. However, we didn't buy everything.

I would rate them as a seven point two out of 10. The magic quadrant says they are at the top of the top, and I don't disagree with them, but I think there's room to grow. I have seen that every year. This is my seventh time being at Horizons. It's just great to come back every year to be able to see what is coming next. You can definitely tell that they are listening to customers and trying to do everything they can to build the best in show product in this space. I personally integrate with SAP, Workday, and JIRA. My stance on JIRA is LeanKit is the way to go. I believe that. I think our company is just stuck on JIRA. We're in JIRA land. Everything is JIRA. It's not for everybody. I think the flexibility with LeanKit is the answer. It's just getting that message to the right people in our company to take that leap and go that route. I integrate with Workday and ServiceNow within our tool set at our company. They're all cloud-based. We have a number of custom fields, but not really. It's pretty generic from that standpoint. We don't have a lot of bolt on things that need integrations. Flexibility-wise, it's good for our needs right now. We are right in the thick of agile transformations. So, it'll be interesting to see how we can hopefully leverage the tools that Planview offers to help ourselves and our company transform along the way. I'm looking forward to that.

I would recommend coming to the the Horizons conference first. Ask a lot of questions. Talk to other companies who have gone through a similar experience. We use the waterfall delivery tools. I would rate the solution as an eight out of 10, because I don't know all the functionality.

We do not use the solution’s Lean/Agile delivery tools yet. That's one reason why we were looking at this heavily at the conference. They seem to be really focused on that, which is good. A lot of companies that I talked to seemed to be struggling with it, so it's good to see that Planview is trying to move into that direction, taking everything with it. Today, Planview does not help connect funding and strategic outcomes with work execution because we only have one PMO which is using finances. I don't think that they're doing a capital budget yet, to say, "These are the projects that we're going to work on." But, as we've gone global, we will start doing that. So, it'd be very beneficial. The other company that I worked for, it was very highly used. We forecasted constantly to see where our budgets were, what our capital budget was for that year, and what projects we were going to work on at the beginning of the year. That was good. There are so many different functionalities within it that you don't have to take in all in one day. You can just grow with it. So, that's what I like about it. I'm always a person who will never give anything a 10. I would probably give it, compared to other tools, a nine (out of 10). I would've given it an eight (out of 10), but they've made improvements this year. So many good things are coming out, and they really listen to the customers. I'll give them a nine for that.

if you need a resource management tool, the tool definitely does that. We're working on an older version right now, so it is interesting to see how we can upgrade. For example, I am interested in learning more about the cloud. I would rate it maybe a seven (out of 10). Obviously, there is room for improvement and ways that the tool could be more intuitive for our users. But, we're a very niche use case. What might work better for us, probably wouldn't work better for others.

Listen to what they have to say. They know what they have to say. Start small and grow into the environment. Definitely get executive management buy-in for the environment. What I usually hear from our own implementations and other implementations, they tried to do all the modules, integrations into this environment, SAP, Windchill, and Integrity together. Instead of that, just get the thing up and running. Get people used to the interface. You will have the executive management screaming at you to get it all in one place. But, if you can't get the actual users onboard with using the environment in a simplified manner, then you're never going to get the advanced solution in. We are beginning to use the solution’s Lean/Agile delivery tools. I think it's an eight (out of 10). I really like it. I don't really rate anything a 10 I just don't think anything's perfect. I'm happy that they've worked on improving the reliability of the environment over the last year, and I think they need to finish the integrations with all the different components that they purchased over the last year. Once they get that all together, it will be something special. But, let's see it happen first.

I would rate them as a solid nine out of 10. Give Enterprise One a fair consideration. It is very scalable and flexible with the changes that we are seeing with version 17. There are a lot of integrations, so the capabilities are much broader than what you may initially perceive. I would definitely put it up there as a product that is as good, if not better, than anything that's out there in the marketplace that is similar. We are not yet using the Lean/Agile delivery tools, but we're hoping to do so in the next couple of months.

I would rate the solution as a 10 out of 10. It does what I need it to do, so I've got no complaints. From a user perspective, it's perfect.

I would rate the product as a seven out of 10.

I would rate the product an eight (out of 10). I've seen enough use cases from other organizations who have really transformed the way that they work. It's just clear that my organization is just not there. I have a lot of hope that this product will be what we need it to be once we get this initial configurations figured out. The biggest advice is to make sure you've done a maturity assessment on your organization. Whatever you initially implement, you're implementing at the lowest common denominator. For us, they tried to go immediately after things like capacity planning and resource management, but our maturity isn't fast. As a result, our users ended up being very frustrated. The other piece would be, when you implement it, think about the users who are doing the work. We implemented based on what we thought our executives would want to see, and that is backwards. Those are the two biggest things. The tool is so big and powerful that it is very easy to say, "I want to do all these amazing things." But, if your business maturity isn't there, you're going to fall and that will hurt.

I am happy with Planview. I would give it an endorsement. We're trying to move in a more lean, agile direction. Everything we use right now for that is JIRA, Excel spreadsheet, and Microsoft Project based. We used Projectplace during the rollout. I really liked it and would like to keep using it. We don't currently use it, as we are not currently customers of it. I think it was their tool to use when they were rolling us up and because we were participating in that project with them, so we got access to it that way. I find value in both products: Enterprise One and Projectplace. I didn't see any synchronization or data feeding between the two of them. So, I can't tell if there's any synergy between them. I believe there probably is based on what I've seen at Horizons, but I've not witnessed that synergy. We barely use 20 percent of the features that are in the current version. I am excited about all of the products that Planview offers and how they seem to integrate together. I would like to see my company mature and develop to the point that we could bring on a second or third Planview product, then we can really start becoming lean, agile, and innovative. However, we need to get our own house in order before we can even talk about future features of Planview. We need to do a better job of being us than we currently do. We need a little more leadership maturity. We need to refine our business processes. We have a new CEO, and he's setting a new direction for the company. We need to get his business vision a little further down the road than where we are. We're sort of in a state of flux right now. The product is probably a seven or eight (out of 10), but I think our adoption of it and use of it right now is probably a five (out of 10). So, we need to be better at using the tool.

The tool has transformed. I have seen it grow. I have more than 12 years of experience working in Planview and have seen the tool from the start. I've seen all the versions, and it's grown to a more flexible tool. Right now, we are mostly focused on the waterfall method, but we are also promoting the lean and agile method. E.g., we are promoting tools like Projectplace and LeanKit. We're trying to get our customers and project managers to use those system. Our developers are mostly more comfortable using JIRA because they've been using it for so many years. However, we are promoting these types of tools as well, where we can see if we can add value for them. We don't use the financial management piece because we don't have clear visibility on the cost aspect of projects. I would rate this product a 10 out of 10.

I would rate the product a seven out of 10.

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.

The big thing for us is that if you're having a difficult time trying to keep track of all the different projects that are going on in different areas and you need one place to be able to go for it. This has worked really well for us. The biggest impact of using Planview in our company is visibility to everything that is being worked on. We have not yet used Planview to help connect funding and strategic outcomes with work execution. I think we want to get there, but we're early on.