Daptiv a Leader in Gartner’s Magic Quadrant for 3rd Consecutive Year

We’re proud to announce that Daptiv has been positioned by Gartner, Inc. as a “Leader” for the third consecutive year in the recently published 2014 Magic Quadrant for Cloud-Based IT Project and Portfolio Management Services. Gartner is a leading technology research and analyst firm, whose Magic Quadrant reports are the world-renowned standard in IT and business communities for their objective and thorough analyses and evaluations of technology products and services.

Gartner selects companies to be included in each Magic Quadrant report based on stringent business viability criteria and standards. Each vendor invited to participate is then included in a comprehensive evaluation of market, product, customer, and financial performance. The resulting Magic Quadrant report provides an overall landscape view of the included vendors based on each company’s completeness of vision and ability to execute.  The report also details strengths and cautions for each provider, and various findings related to market trends, direction, and useful considerations for companies contemplating a purchase in the product category.

Being positioned as a Leader in this report for the third year in a row is a tremendous accomplishment for Daptiv. It is also a positive acknowledgement of the uncompromising focus we’ve placed on delivering the best PPM experience available – for organizations of all sizes.

According to Gartner, Cloud-based IT PPM service providers identified as Leaders meet the top application functionality and process automation requirements throughout the industry. Product depth in several core IT PPM areas – such as demand management and analysis, advanced scheduling, resource and cost management, and out-of-the-box integration to key third party IT applications (such as ITSM software or application development tools) – sets Leaders apart from the rest.

Daptiv’s market and product momentum over the past twelve months has helped to maintain the Leader position for another year, including ongoing product and services innovations, continued growth in domestic and international markets, and customer retention rates that are higher than ever. Additionally, Daptiv continues to demonstrate an ability to successfully sell to and service larger customers, effectively evolving cloud-based PPM to a highly viable enterprise-class solution.

We look forward to ongoing growth in these areas and substantial progress the remainder of the year in continuing to deliver a best in class PPM solution to our customers.

Visit the products section of our website today for more information on how our technology is evolving to meet today’s top industry demands.

To download the full Gartner Magic Quadrant report free, visit http://www.daptiv.com/gartner-ppm-magic-quadrant.htm?search=daptiv_blog_post&pls=Web_Direct

Survey Finds Resource Management is the Top Business Challenge for Senior Executives

We recently surveyed 100 senior IT executives at the Gartner PPM and IT Governance Summit from May 20-22, 2013 to gauge and analyze the key business challenges faced by organizations in today’s economy. Interestingly 67% of respondents considered resource management as their top business challenge, 28% of them found it difficult to justify the value delivered by the Project Management Office. 22% stated that keeping track of time and money leakages was a concern. Only 5% considered delivering change without overburdening their staff as their main issue, which can likely be attributed to their usage of PPM software and resulting benefits.

“67% of Senior Executives Identified Prioritizing Work to Fit Available Resource Capacity as Their Biggest Business Challenge”

Project Management Offices are increasingly seen as custodians of the resource management process within organizations, and this is validated by another study conducted by pmsolutions research – “The State of the PMO 2012”.  The study looked at a broad spectrum of companies across the globe and found that the number one priority for the PMOs is to “Improve Resource Planning and Forecasting Process.” Pointing towards similar findings, both the Daptiv survey and the pmsolutions’ study reveal that overcoming resource management challenges will be vital for PMOs to justify their value in the future.

You can find the details of the survey here.

Gartner Symposium/ITxpo 2012 Takeaways

This year the Daptiv team attended Gartner Symposium/ITxpo 2012 in Orlando for the world’s biggest industry conference focused on IT leaders with over 8,000 senior IT executives (including 2,000 CIOs). Here are some of our takeaways from the Gartner sessions at the event:

(1) Nexus of Forces: Gartner predicted the need for senior IT and business executives to re-imagine business as the result of a powerful nexus of forces — mobile, social, cloud and information. This Nexus of Forces reflects how people want to interact with each other and their information and will make many existing IT architectures, organizational structures and IT strategies obsolete. Gartner forecast that there would be 5 billion mobile devices by 2015 and an 18% annual growth of cloud-based solutions leading up to 2016.

(2) Four Styles of Strategic EPMOs: Donna Fitzgerald from Gartner gave a presentation discussing the four styles of EPMOs: (i) Strategic EPMOs, (ii) Business Transformation Offices, (iii) Reporting PMOs and (iv) Operational PMOs. The styles of PMOs reflect whether the PMO’s business context is business transformation or steady-state, and whether they or facilitating or controlling the resources in an organization. Donna predicted that in the next 24 months 60% of the Fortune 1000 will establish one of the 4 styles of an EMPO driven by financial accountability and continued issues with project coordination across silos.

(3) Gamification: Gartner predicted by 2015, 40% of Global 1000 organizations will use gamification as the primary mechanism to transform business operations. Gamifiication is the use of game mechanics in non-entertainment environments to motivate a change in participant behavior. Tactics include progress bars, rewards for effort, feedback and multiple long-term and short-term aims. Elise Olding gave an example of a digital media company that implemented a gamified project management tool with rewards for entering accurate status of projects in flight.

(5) PPM Tools – A New Magic Quadrant for Cloud-Based PPM Services: Dan Stang discussed the new Magic Quadrant for Cloud-Based PPM Services in the ITxpo theatre. The underlying infrastructure of these services is cloud computing — scalable IT-enabled capabilities are delivered as a service to external customers using Internet technologies. Dan outlined some of the benefits of cloud-based PPM services, including less time-to-value, less financial commitment and risk and the ability to rapidly configure, adopt and consume PPM capabilities. You can view the full Gartner MQ document here.

As you can see in the photo, our booth was front and center in the PPM show floor area. We met almost 200 PPM practitioners at the booth and had great conversations with attendees from all over the world. Our next Gartner event is Symposium/ITxpo in the Gold Coast, Australia 12th-15th November.

Key Takeaways from the Gartner 2012 PPM Magic Quadrant

Gartner recently released the 2012 Gartner PPM Magic Quadrant for Cloud-Based Project and Portfolio Management Services. This magic quadrant is focused on the needs of PPM leaders to improve speed, accuracy and agility, while managing risks and costs. It profiles vendors that are providing disruptive technologies — cloud and software as a service (SaaS) — to support these needs.

In addition to the vendor analysis, Gartner identified four key trends they are seeing in the PPM marketplace:

1.    PPM Sweet Spot

Gartner has observed a growing trend of organizations focusing on enhancing the collaboration,

communication and reporting that targets the information flow between the project manager (the

one responsible for managing and monitoring the work) and the project sponsor (the one asking for the work). Sweet spot communication and reporting require a “just enough” approach to the level of detail required to fit the audience. For instance, key tasks or milestones or phases might be tracked, but the sweet spot does not venture any deeper into more detailed PPM activities.

 2.    PPM and Agile Development Support

With the rise of agile development, PPM applications are supporting some of the communication, collaboration and reporting nuances associated with agile development methods, such as Scrum. A typical project portfolio includes different project types based on a wide range of methodologies, including waterfall, hybrid agile/iterative and more sophisticated agile variants for new product development. PPM solutions are now supporting more integrations to providers such as Atlassian and its issue and bug tracking Jira product, as well as Rally and its products that support agile development.

3.    PPM, Social Networking and Collaboration

Gartner notes that social networking and collaboration in the PPM context seem more like fads that could fade away someday, rather than become a legitimate mainstay PPM capability. Enterprise collaboration and communication tools, including issue tracking, threaded discussions, synchronization, integration to and from email systems and applications, and other mechanisms that have been staples of PPM software products for years. With the rise of Salesforce.com’s Chatter, Jive and Yammer that could change if something more meaningful and useful evolves from this introduction of social networking and collaboration in PPM software.

4.    PPM and Mobile Device Support

Finally, PPM providers are using HTML5 to connect a PPM system to a number of mobile devices, including tablets and smartphones. PPM providers are focused on delivering three main mobile capabilities to their customers early: (1) Time reporting, allowing end users to report their time from mobile devices into the PPM system, (2) The ability to approve items within a process flow of a PPM system, and (3) Executive reporting to mobile devices, so end users (for example, business managers or project managers) can access and view reports and dashboards from their tablets or smartphones.

You can view a full copy of the 2012 Gartner PPM Magic Quadrant for Cloud-Based Project and Portfolio Management Services at http://www.daptiv.com/gartner-ppm-magic-quadrant.htm

Key Takeaways from the Gartner PPM & IT Governance Summit 2012

Since its inception, the Gartner PPM Summit has proved to be the premier gathering of IT executives and thought leaders who are focused on how organizations select, implement, and manage PPM initiatives.  If you are looking to understand trends in PPM from a people, process, and technology standpoint, this is the place to be. This year’s event was held in National Harbor, MD from May 21st to May 23rd (As a side note, if you are thinking about attending the Gartner PPM Summit next year, the venue will be the same).

It is no surprise that the theme of the 2012 Summit reflected the current economic climate in which businesses today find themselves operating. The theme centered on “finding equilibrium in today’s whirlwind of economic uncertainty, shifting priorities, and constrained resources.”  It was apparent from the sessions and hallway conversations that the “New Normal” has forced executives to re-evaluate old tools, strategies and practices.

Here are some top of mind topics that were prevalent in this year’s Summit.

  • The alignment of demand management with business strategy.  The PMO not only needs to play a major part in ensuring that there is direct business strategy relationship for each of the projects that are undertaken, they need to get much better about communicating the business value and results to the executives/stakeholders. This means that project status reports/briefings need to evolve from simple status information (red/green, schedule changes, inventories of risks/issues, etc.) into an explanation of the relationship between the project and the business strategy and the impact to the business as project status and metrics change over time.


  • Agile and iterative methods will see greater adoption as businesses demand more flexibility and control over their product features and trade-offs.  This will require PMOs and organizations to adapt their processes to accommodate either a mix of project management styles or a greater emphasis on flexible and shifting business needs/capabilities instead of rigid project definitions.  Instead of bloating projects with lots of features to drive up value for the project as a whole (and increasing scope, work, and duration/cost as a result), companies should start looking at and managing the value/priority of the individual features/capabilities themselves.


  • PMOs are increasingly adopting lean management processes by focusing on value and waste to improve cost, speed, and quality of delivery all at once.  One of the key points raised throughout the conference was that a Power PMO (using the “lean” management processes) needs to be able to drive quality and value on a shorter timeframe.  With heavyweight projects and process, companies often find that by the time a project runs through the complete development process, they are actually solving a business problem that existed a long time in the past.  By leveraging more lean processes and focusing on the five principles below, companies will be able to better match their work to the immediacy of problems, and deliver quality and value on a timelier basis. Matt Light, Vice President, Gartner Research highlighted the five principles that lean PMOs adhere to.  They are:
    • Value: What the customer is buying (Project rationale and PMO’s services)
    • Value Stream: How value is created (Portfolio methodology and PMO process support)
    • Perfection: Finding ways to cut waste and add value (Quality management, Track results)
    • Flow: Maximize speed to value (Requirements and agility, Facilitate chartering)
    • Pull: Match production to demand (Scope management, Capacity prioritization)


  • Organizations still struggle with actionable reports and dashboards. Most organizations fail to come to a common understanding on what metrics to track, how they should be tracked, and where they should be tracked.  The data for reports and dashboards often exist in disparate sources. Consolidating the right information at the right time is a huge challenge and is riddled with inefficiencies.


  • Estimating projects continues to be a challenge in many IT organizations.  The key is to ensure that IT and the business sponsor are jointly looking at the assumptions, defining what needs to be delivered and how the solution or product needs to be delivered.  Matt Hotle, VP and Distinguished Analyst, Gartner gave a very eloquent presentation on this topic and talked about three top-down estimation approaches. A Deliverable-based estimation is best used when requirements have been well-defined.  Functional or historical estimation is useful when the only input to the estimating process is business needs.  An Experience-based estimation can be used only when the organization executes projects that are very similar to each other over time.

The Gartner PPM Summit is undoubtedly a great forum to meet people, exchange ideas, and see what’s new in PPM software – I hope this summary is useful for you!