Resource and Work Management – No Matter How You Work™

Work can be defined as a transfer of energy. Reconciling the cost of that energy with output is an ongoing challenge for organisations. Whilst traditional project portfolio management (PPM) has made great strides in optimising resources for an organisation’s most structured, high-profile projects, today’s dynamic, competitive marketplace has engendered different types of work that must be accounted for and incorporated into PPM if organisations are to survive and thrive.
Traditional projects only represent one part of the portfolio in any enterprise. The pie is much larger, with more types of work being completed in pursuit of business goals every day. The PPM vendors have shown some flexibility in allowing for other types of work. For example, in the last year or two all the PPM vendors have embraced Agile in different ways. For example, Planview partners with leading Agile ALM companies such as Rally and JIRA to offer our customers one integrated view of both an Agile and traditional project portfolio.
The problem and opportunity here is that for many firms the largest part of the portfolio is still not addressed by traditional projects and Agile work. This is the day-to-day, unstructured work that employees do both individually and in teams. It’s the energy that businesses across the globe run on, made up of everything from tasks to meetings to communications.
This type of work is more important and pervasive than ever. As organisations increasingly share resources and collaborate across projects, teams, departments, and geographies, it is important
to understand how this work impacts the organisation outside of traditional projects.
We must include “collaborative projects” in a modern approach to portfolio and resource management. How do we do that?
Wouldn’t it be interesting if we could include the unstructured, collaborative work that is strategic to the company’s overall portfolio in the portfolio itself?
What if we had one integrated portfolio from a project and resource perspective that could show us our traditional projects, our Agile work, and the pieces of unstructured work that fit into the company’s consolidated portfolio? This would provide the option and power to move beyond traditional PPM and incorporate a “no matter how you work” approach.
To help address this issue Planview is now espousing and executing on a “No Matter How You Work” vision. Through our acquisition of Projectplace, we have taken a step towards a broader, more progressive approach to PPM, with one portfolio that spans the dominant work types – structured traditional projects, unstructured collaborative projects and Agile projects – while staying true to our resource management roots. We are committed to a single vision of helping our customers optimise their limited resources through portfolio management. Now, with a combination of Planview Enterprise and Projectplace, they can manage an integrated portfolio across work types for a high-impact view of resources across the enterprise.
There are many services similar to Projectplace, and many PPM vendors have tried to add collaborative work-type features in their products. Acting as modern-day ‘Mr. Potato Heads’, they have tried bolting on solutions for project collaboration that are not enterprise-class or truly integrated into an overall portfolio view. Many of the Projectplace competitors – whether offering enterprise work management, social work, team productivity or some other type of “teamwork” approach – offer tactical tools that are merely schedules and projects in the cloud, with no connection to an organisation’s larger strategic portfolio.

The Planview approach, with Projectplace as an important component, differs in two ways from these alternative current approaches.
Firstly, the Projectplace cloud-based project collaboration product stands on its own as a unique platform for managing and executing projects, with capabilities ranging from Gantt charts and Kanban boards to document management and communication tools. Organisations can choose this solution and know they are getting a robust product built from the ground up to help individuals, small businesses and large enterprises collaborate.
Second, our acquisition of Projectplace offers organisations not only a way to make their employees’ daily work life more productive, but also see that effort in their portfolios when appropriate. Integrating Planview Enterprise and Projectplace will create a whole new portfolio for every one of our customers: one with a breadth that does not exist today.

This strategy is informed by Gartner’s “PPM Product Usage Reference Model” which outlines four main layers or levels of PPM product usage occurring in a typical enterprise today and Forrester’s “Above-the-Line: Strategic Planning and Below-the-Line: Work Execution” research which defines the need for a unified portfolio supported by a variety of execution methodologies.
As a result of this, Planview can help organisations move their businesses forward by making better use of their limited resources through portfolio, resource, and work management. By uniquely addressing the three primary ways customers work – from traditional PPM to collaborative projects and tasks to agile development via partnerships with the leading agile suppliers – Planview can now enable organisations to manage a truly integrated resource and work portfolio. Whether it’s large enterprises or small teams, using Planview Enterprise and Projectplace separately, or together, customers can be more innovative, provide higher levels of service, and improve financial performance – no matter how they work.

To book a meeting with Planview at Project Challenge Spring Show, email

For more information on improving resource management and capacity planning and to explore the research real-time, visit benchmark study website at

1 Gartner, Maximize Value and Avoid Waste by Managing PPM Tool Proliferation in Your Enterprise, Daniel B. Stang, November 20, 2013
2 Forrester, The Forrester Wave™: Project/Program Portfolio Management, Q4 2012, Margo Visitacion, Phil Murphy, Kyle McNabb, Rachel Brown, December 20, 2012