the art of evaluating ppm software

Realizing the Resource Potential of Every Organization

The Art of Evaluating PPM Software

2017 Planview, Inc. | # | Confidential For questions or suggestions about this template, contact Barron Fujimoto ([email protected]) or Maja Sever ([email protected])1

Rahim WalkerVP Commercial Sales5+ years PPM ExperienceMBA UNC Kenan Flagler Business School Passionate Evangelist aligning WRM solutions

Presenter

2017 Planview, Inc. | # | Confidential

2/21/20172

Common Challenges and Pitfalls to AvoidHow to Drive Executive and Stakeholder AlignmentRecommendations for How and When to Engage VendorsQ & AClosing RemarksAgenda

2017 Planview, Inc. | # | Confidential Emphasize text using Avenir LT Standard Medium.Use color if needed, but be consistent!3

Our Dynamic Marketspace

Work and Resource Management (WRM)Work and Resource Management, explores the use of dedicated software and technology to support continuous organizational optimization. It looks at work that is assigned and conducted by resources that may be people-, technology- or asset-based and that that can be located anywhere in the organization or be geographically dispersed.

Strategy-To-Execution MarketThe Forrester Wave:Enterprise Architecture Management Suites, Q3 2015Ventana Research ViewpointWork and Resource Management: A New ApproachSept 2016

2017 Planview, Inc. | # | Confidential Background

You need tools to support and ensure your success

You hope your executives and stakeholders approve your business casePremise and General Assumptions:

You are ALL Professional Practitioners or Accidental Project Managers who believe in the value of Project Portfolio Management, Collaborative Work Management, Strategic Planning and Enterprise Architecture solutions

2017 Planview, Inc. | # | Confidential Common Challenges

Needs Assessment

Analyzing the Marketplace

Driving an Efficient Selection Process

Obtaining Funding

End User Adoption

2017 Planview, Inc. | # | Confidential Identify NeedsEveryone has their own agenda Internal justification value for stakeholders and users

Vendor Blur (Competitive Marketspace with lots of options)Biases toward vendors based on previous experienceViewing strengths in one solution as a weakness in another

Driving an Efficient Selection ProcessInclude the right buying team from the startKnow your minimum requirements upfront

FundingDegree of flexibility

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Looking for a one-size-fits-all solution

Prioritizing convenience over adoption (taking the path of least resistance)

Analysis paralysis

Pitfall 1: Trying to Satisfy Everyone


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Pitfall 2: Letting Emotions Dictate your Decision Focusing on bells and whistles instead of value

Emotions over data

Features over outcomes

User Interface over ROI

2017 Planview, Inc. | # | Confidential You may have seen a variation of this, but make sure you are evaluating based on accurate information, not assumptions or misguided expectations8

Pitfall 3: Reluctance to Stop the process

Typical Process: Bottoms UpHigh Level Market ResearchVendor DemosIdentify the ProblemCreate Project CharterInterview StakeholdersDevelop Requirements ListMore Vendor DemosVendor SelectionJustify CostAlign Executive SponsorshipObtain Budget FeasibilityContractingMore Successful Path: Top DownIdentify the ProblemHigh Level Market ResearchCreate Project CharterAlign Executive SponsorshipObtain Budget FeasibilityJustify CostSTOP: Do Not ProceedInterview StakeholdersDefine Business OutcomesSTOP: Do Not ProceedDetailed Market ResearchVendor DemosVendor SelectionContracting


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*Executive and Stakeholder Alignment* Building the Business Case

ROI / Payback PeriodValue for Stakeholders

Aligning with business strategySaving money and reducing IT expenditureBecoming a business leader, not just technology leaderCreating a value center Project and resource prioritizationIncreasing organizational agilityElevate perception of the PMOOn time, on budget projectsMeet desired outcomes of projectsJustify resource requests

2017 Planview, Inc. | # | Confidential How PPM does this: CIO: increases business alignment on average of 5x with PPM, saves money on time and resources Head of PMO: better project success by investing in the right projects from the start, 6x higher strategic adaptability through portfolio managementProject managers: reports and dashboards allow for accurate project tracking and identification of shortfalls, robust resource management puts both project stakeholders and resource managers on same page10

*Executive and Stakeholder Alignment* Business Outcomes vs Requirements

Stakeholder InterviewsVendor Feature MatricesMust Haves vs Nice to Haves

Business Outcome: Goal: Grow revenue by 5% YOY

Belief: PPM Drives Innovation

Opportunity: Improve resource utilization by 1% through automation

Outcome: Take 2 products to market 60 days earlier than expected

Result: Capture 20% vs 10% shareRequirements


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*Executive and Stakeholder Alignment* Understand Internal Buying Process

Selection Process: Shortlist, Trial, References, Price Negotiations, Final Selection

Contracting Timeframe: Procurement, Security, Legal, Budget Allocation, Signing Process

Target Go-Live: Alignment to Key Deliverables + Implementation Duration


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Vendor Interactions

Account ProfileWhat does the company do? How do they make money? Who do they compete with?Why Buy AnythingBusiness Problem the prospect is trying to solve? Impact of not solving it?Selection CommitteeDo we know the sponsors, decisions makers and have they been engaged in the sales cycle?TimelineWhat's driving their timeline? Is there a sense or urgency? How can we align?CompetitionWho are we competing against? What are our differentiators?

How serious is this prospect?

Will this be a good use of time?

Do we have a deal?


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Building a Vendor Partnership

Thought:

As soon as your evaluation successfully concludes with a purchase, you will be exchanging an expense and starting to see value


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Key Recommendations

Market ResearchAnalyst Research to Source Potential Vendors: Gartner, Forrester, IDC, Ventana Vendor Websites: Screenshots, Web tours, Product Videos, Case Studies, WPsPeer Networks and Review Sites: TrustRadius, G2Crowd

Compare Apples to Apples: if you dilute the quality of your vendor pool, your executive will have no choice but to select the cheaper solution

Build Trust and Share Openly: if your goal is to buy software, vendors will do their best to help facilitate the right solution for you through education knowing full well that you, as the customer, make the decision

2017 Planview, Inc. | # | Confidential Top Down Evaluation Process Engage Executives Early Understand How You Buy Communicate Timeline (internal + external) Define Objective Selection Criteria Value Based Vendor Alignment Focus On Business Outcomes *Stop* The Process If NeededSummary Checklist


Single focus on solutions that optimize work and resources for any organization

Serving more than 3,000 customers and one million users worldwide

Recognized leader by premier industry analyst firms

Track record of innovation and commitment to customer success

2017 Planview, Inc. | # | Confidential Phone: +1 866-692-7362 Email: [email protected] Follow Us:@Innotashttps://www.linkedin.com/company/innotasblog.innotas.com Contact Us

Learn More: www.innotas.com/resources

2017 Planview, Inc. | # | Confidential Should this be the Planview team?2/21/201718

the art of evaluating ppm software

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