【正文】 02, the vendors of the moreintegrated PPM solutions have struggled, and the petition is heating up (see Figure 1 and Note 1).Figure 1The PPM Magic QuadrantSource: Gartner Research (July 2003)Note 1 Evaluation Criteria Ability to Execute Vendor viability Management team Track record in delivery and support Functional depth Support capability Sales and marketing Completeness of Vision Vision of technology and the market Resourcing (including external) Consulting/service mitment Package breadth Platform, database and ERP support Team collaboration features IS organization requirements Vendors39。13 / 14Gartner項目組合管理軟件的魔方圖2003Magic Quadrant for Project Portfolio Management, 200311 July 2003Matt LightDocument Type: Research NoteNote Number: M202777Applications for project portfolio and resource management can boost team performance, and enable IT management and others to access realtime data via dashboards for prioritization and rapid decision making.What You Need to Know Heightened interest in integrated project portfolio management solutions has sustained this market through hard times. By broadening its view of project management to an organizational governance context, IT management can increasingly address portfolios of projects, priorities, resources and more.AnalysisStrategic Planning Assumptions By 2006, more than 50 percent of all project portfolio management functions will be packaged as flexibly configurable, modular Web services ( probability). By 2006, at least 50 percent of IS organizations will have adopted a mix of project portfolio management application services for managing team collaboration, allocating resources, and tracking utilization and costs ( probability). Enterprises will continue to reduce the number of tools needed to manage IT and other project portfolios, in part to provide quicker visibility via direct rollup and analysis of portfolio data. Enterprises delivering projects large and small have long blended tools and manual solutions to allocate resources, schedule activities and milestones, track progress, share projectrelated documents, control project risks and otherwise manage their project portfolios (see Ways to Speed Up Projects in the RealTime Enterprise). We believe that, during the next five years, project portfolio management (PPM) functions will be increasingly consolidated in flexible and configurable smart suites of PPM Web services.A smart enterprise suite can extend platforms to create specialized applications that integrate analytical, business and content management application functionalities, which is precisely what39。s happening with PPM packages (see The Future of the Smart Enterprise Suite). This trend has been slowly gaining momentum, inhibited by market conditions and the resulting constraints on Ramp。 vision foci differ. Some, such as the enterprise resource planning (ERP) providers, initially focused on project cost accounting, then added planning, resourcing and other PPM features. Others (Primavera Systems, for example) focused first on the latter set of functions, enabling project cost management and exporting cost accounting data to an ERP back end, and later added ways to collect nonproject costs, such as work requests. Although approaching PPM requirements with different strengths, these applications can provide reliable IT project and service status data, which was formerly available only in fragments (for example, in such static documents as time reports or resource plans in Excel).In assembling a plete solution, PPM packages often