Is Your PMO a Value Center? 3 Ways to Ensure Value-Centric Project Delivery

Is your PMO a Value Center?


PMOs, IT leaders and CIOs are commonly measured on their ability to complete projects on-time and on-budget. This is no longer enough. In today’s world, IT has a seat at the business strategy table, so we must look beyond our traditional metrics and challenge ourselves to ensure we are providing business value.

There is a fundamental gap between the business and technology groups in organizations, specifically when it comes to IT-focused PMOs. In a recent survey by Forrester Research, 53% of technology decision makers believe IT is accelerating business success; however, only 31% of business decision makers believe IT is accelerating the business.  Gartner also found similar results; their survey shows that only 38% of PMOs measure projects to ensure value is delivered.

Adding value should be the top priority of any IT or PMO organization. Here are three ways organizations can close the gap.

#1 Have the Conversation

We all know you cannot manage what you do not measure.  Start by asking yourself where IT and the PMO stands.  Have an honest assessment of the status quo. What is the realistic perception of the technology and project management functions?

As part of this process, document the metrics and criteria you are focused on.  Is your organization focused on metrics that measure day-to-day execution of projects or are you measuring the outcomes and impact to the business? The difference might seem trivial, but it can make a big difference (more on this later).

The last area of your self-assessment should be to decide if you have the proper communication channels.  Documenting how often and what vehicles you are using for reporting results to your stakeholders could help uncover some areas of improvement. If the communication is too much or too little and not easy to consume, then the delivered value will never be visible. Ideally, communication should be often and fluid, providing information and incorporating feedback.

#2 Focus on Outcomes, Not Activities

Activities are easy to measure – completion of a task, delivery of a project, or simply being on-time and on-budget. However, activities are not always related to the impact that you are making for the organization.  You may have heard me use this analogy before: a doctor comes out of the operating room and says, “The surgery was a success, but the patient died.” The activity (surgery) was completed and may have been on-time and on-budget, but the outcome of the surgery was far from desired. Every PMO can take a lesson from this story – focus on the desired outcome of the project to generate more value (perceived or realized).

In a recent presentation at Gartner’s PPM Summit, the data presented revealed that we are all guilty of focusing on activities, most specifically, with 59% reporting “on-time completion” and 65% reporting “completion within budget” as their measurement of project success. However, the same survey revealed that these measures had the lowest levels of effectiveness on the organization, scoring 5.0 and 5.1, respectively, on a scale from 1 to 7. The two measures that had the highest level of effectiveness were “supporting a major business strategy goal” and “full delivery of the value captured in the original business case.”  These two measures showed up at the bottom of the stack for how we actually measure our projects.

If the PMO can clearly outline the expected outcomes of a project and then report project statuses on that outcome, then the value to the organization will increase – especially if the outcome is measured in business impact terms.

#3 Measure Value and Outcomes

Saying that we must measure outcomes and quantify value is easy, putting them into practice can be difficult – but it doesn’t have to be. There are several metrics and categories PMOs can use to help communicate the value of their projects.

Portfolios: Categorize your projects into portfolios to naturally help ensure organizations deliver value in two simple ways.  First, get agreement on the type of projects you are going to staff and initiate during the planning phase.  Which projects are you approving and why? Secondly, force yourself to have visibility into all of the projects you are currently executing. Are you working on strategic initiatives or maintenance? Do you have the right mix of work to keep the business competitive?  Organizing work into portfolios leads to discussions and better decision making. You can share your resource allocations and priorities with key stakeholders – showing them that the PMO is executing projects that are making the largest business impact.

Scoring: Put a quantifiable number to each project request in the form of a score to assess the amount of value.  Scoring works well with all organizations regardless of maturity because scoring can be configured to fit your specific culture, goals, and process. In fact, in our recent survey, Innotas found close to 50% of organizations use scoring to ensure alignment. When done correctly, scoring would include inputs from the PMO, business stakeholders, and even the requestor of the proposed project. Aggregating these inputs and applying the appropriate weighting to the scoring criteria can provide accurate and quantifiable alignment to corporate objectives or goals – ensuring delivery of value.

Business / Strategy Impact:  Value is ultimately measured by the amount of business or strategic impact on the organization.  There are several measures that PMOs can use throughout the project planning and execution phases to properly communicate and measure business impact. A few that come to mind include: revenue, cost reduction / avoidance, profitability, market penetration, resource utilization, customer satisfaction, and compliance. The challenge is choosing the measures that align with the organizational objectives.


Ensuring that your PMO takes a value-centric approach to project delivery is critical for longevity in any organization. Getting your organization behind you in this effort can be challenging, but not impossible.  For additional commentary and tips, watch this recent on-demand webinar: Making the PMO a Value Center.

Customer Showcase: LifeWay Christian Resources

lifeway-logo-2LifeWay Christian Resources was established in 1891 as a way to supply theological content for churches that were in high demand of teaching materials for Southern Baptist Churches. Since then, LifeWay has developed over 186 storefronts and continued to provide teaching materials for students in a way that utilizes modern technology and encompasses an extended network of Southern Baptist churches that LifeWay supports through their IT department. The LifeWay IT unit, maintains a website, mobile applications on multiple platforms, and supports a publishing house for printed materials.

LifeWay distributes resources in over 120 countries and the IT team has led the charge to standardize processes and prioritize projects to drive maximum value for their organization. As a non-profit organization, it was critical to have executive buy in for large investments, and quick wins were realized in the early adoption phases. As LifeWay began standardizing on Innotas and creating processes, the advantages of having a centralized project portfolio management system became clear.

Project Prioritization which enabled the team to focus on higher impact projects first ensuring resource efficiency and increased value contribution to the company.  The result increased customer success.

    “If you want to prioritize your corporate strategic investment, you need to prioritize the projects in order to maximize your return. Innotas is helping us do that.” -Randy Alsup, Director of PMO at LifeWay

Integrated Application Portfolio with their PPM solution. This was very helpful in seeing the projects and workload across the enterprise as opposed to siloed viewpoints. The application management at LifeWay includes both internal and external, outward facing applications for mobile devices.

Automated System Integration to keep information together and have relevant data available. The team was able to pull all information such as time tracking and project status updates, and get real-time reports and dashboards to reflect the information that was important to them.

Budget Reporting kept their projects on track and easy to reconcile. As a non-profit organization, it is essential that budgets are forecasted and allocated effectively. The team realized that not only did budget tracking become streamlined, but the more information they put into the system, the easier it was for them to reconcile and report.

In all, the team at LifeWay is making large strides in their Project Management Office (PMO). By having full support of executive leadership, they were able to quickly get up and running and take advantage of their system. We look forward to continuing our support of LifeWay to help them stay on the right track with portfolio management.

To find out more about how the IT team is leading the way for project and application management at LifeWay, take a look at our recent case study.

    “The implementation manager drove toward a set of milestones allowing us to work at our own pace, which was very rapid. There were a number of different channels we were able to tap if we needed support – online community, e-mail, phone, etc. so we didn’t lose momentum during the critical adoption phase. He was incredibly experienced and knowledgeable about the product making suggestions for us based on our business. It made all the difference.” – Randy Alsup, LifeWay

Key Takeaways from the Gartner PPM Summit

Gartner PPM Summit 2015 - Innotas Booth Picture


The Gartner PPM Summit was busier than I imagined.  The industry is really taking off and organizations are seeing the value of PPM.  I wanted to share some highlights and my key takeaways from the conference.  Please share your comments and thoughts.

#1 Your organization must become bi-modal

Bi-modal is an organization’s ability to run a marathon AND a sprint at the same time.  This means that you have must have systems and processes to support both sequential and iterative enterprise work.  You can split work into two modes.

Mode 1: Sequential work that is relatively stable and predictable. These projects will typically use a waterfall methodology and have reliable processes that are tried and true.  Typically these projects require heavy up-front planning and are considered to be “directive.”  The types of projects that come to mind are more traditional in nature, such as, larger infrastructure projects or applications maintenance.

Mode 2: Iterative work that is more exploratory and agile in nature.  These projects are sometimes referred to as “enterprise work” and would use an agile methodology for execution; the driving force behind mode 2 work is what Gartner calls the “Nexus of Forces” – social, mobile, cloud, and big data.  These forces are pushing organizations to become more flexible, have faster response times to the business stakeholders, and think in a more “adaptive” approach.  The PMOs ability to adapt to the changing business environment is crucial.  The typical projects that might fall into this mode could be related to customer satisfaction, competitive positioning, business transformation, product development, or adoption of new and experimental technologies.

If you think of these modes in terms of PACE layering, then mode 1 projects would naturally fit with “systems of record” and mode 2 work would naturally fit with “systems of innovation” – meeting somewhere in the middle is project work that is considered “systems of differentiation.”  The enterprise of the future will have multiple work streams requiring PMOs to embrace both modes, and therefore should be developing a strategy to become bi-modal.

#2 CIOs are still struggling with business value

I asked several Gartner analysts what the biggest challenge is for CIOs – the summary is that CIOs are still struggling with connecting their work to the business.  Showing their projects or initiatives are creating business value, aligned with strategic goals, and impacting the top line is still a lacking skillset for most CIOs.  This is not surprising as most CIOs today come from a very technical background.  Don’t believe me? Check out these statistics:

  •  37% of the enterprise spending on IT is decided and spent outside of IT
  • Gartner expects this number to reach 50% within the next few years
  • 39% of North American CIOs do some type of benefits realization, only 6% are consistently quantitative

The business is increasing influence on IT spending.  IT has the opportunity to really create business value for their organizations by focusing on work that contributes to the organizational goals.  If IT (or the CIO) cannot clearly communicate how their spending will do as such, then their sphere of influence will decrease over time.  Remember, just because the spending decisions are trending to be made outside of IT doesn’t mean it will happen everywhere.  The CIOs and IT Executives who can be more strategic and connect their work to quantitative business outcomes (benefits) will continue to be in the driver’s seat. Strive to be in the 6%.

#3 Agile has arrived in IT and it’s here to stay

It used to be that agile was popular among developers making products.  Well, that has changed.  At Innotas, over the past year we have consistently seen an increase in IT teams adopting agile methodologies for their projects.  Almost everyone I spoke with – from enterprises to analysts – had agile top of mind.  This is somewhat comforting to hear as we know that enterprises will need to become bi-modal and agile is just a by-product of that.

#4 It’s all about people (resources)

Nothing new here.  We have always known that people are our #1 asset.  Our resources are not only limited, but in most organizations they are the highest expense line item in any major initiative.  Compound this with the effects of opportunity cost and resources become really expensive – especially if they are working on the wrong things.  Hiring and retaining top talent will become more important, but more importantly, training project management professionals to embrace the digital transformations happening around them will be critical for success.  Here is a direct quote from a presentation I attended: “Third-era skills will drive out obsolete project management skills, standards, and certifications, forcing organizations to invest in and reinvent their human capital.”  Invest in your project managers and help them focus on outcomes, not just execution.

#5 Focus on outcomes, not just activities

This is related to the point above about investing in your people to support the future state of the enterprise.  Organizations should focus on measuring the outcomes of their activities, not just their completion of activities.  A famous quote about a doctor comes to mind: “The surgery was a success, but the patient died.” This is a classic example of focusing on activities and not the overall desired outcome.  PMOs should focus on the achievement of strategic goals, not completion of tasks and projects. The core mission should be coherent execution of strategy.

#6 Predictive is a game changer

One of the sessions I attended forecasted that “in the future anything that can be automated, will.”  Definitely believable as we live in a world with high power computation at our fingertips. As it relates to project portfolio management (PPM), I do believe predictive technologies and complex algorithms will have the ability to automate some of our work.  In fact, we have already begun to see this. Today, we can already automate project selection by maximizing the value contributed to the organization.  More importantly, this automation takes into account your resource capacity and budget constraints.  Predictive technologies are already scheduling the optimal portfolio based on what you can realistically accomplish with the resources that are available to you.  Over the next 12 months, predictive technologies will help organizations achieve more – simply because automating the planning and scheduling frees up project management professionals to work on other high value initiatives.

All in all, I enjoyed my time in Texas at the Gartner PPM Summit.  It was a great opportunity to connect with the analysts, customers, and future customers.

To learn more about Innotas, download a complimentary copy of the Gartner Magic Quadrant for IT PPM Services.

Step Up Your Service Desk Game

service desk

Do you think your service desk could use a boost? Are you realizing that while a service desk is essential in your organization, it is just a piece of a much larger puzzle? It is impossible to deny the importance of a service desk system in your organization, but it begs the question, how can it be better?

Service desk is great for what it’s meant to do: manage problems, incidents, change requests, releases, asset discovery, and likely much more. You know your service desk is irreplaceable. But is there potential for more?

The tickets that come through a service desk vary in size, time-to-solve and may have varying degrees of repetition. Many that come through have been done before in a different request, others are unique in complexity and scope, may require additional expertise or even escalation. But what about when your projects are more than just solving tickets? How can task management scale to projects that achieve a larger goal?

Project Portfolio Management (PPM) integrates with your current system to bring another element to your service desk. Its the get-management-off-your-back and get-stuff-done system that puts you in the driver seat to drive value and lead change. Projects are important; there’s no denying it. But managing projects across a portfolio can give you so much more and deliver a value greater than the sum of its parts. Organizations of all sizes are looking to PPM to initiate the conversation of getting more value out of systems such as service desks and task management. PPM provides a holistic view of all projects, whether it be strategic, routine, or down and dirty ticket solving. It all comes together to achieve the goals of the organization and realize the benefits of the investment.

The best part about PPM is it prioritizes projects – taking a service desk to a whole new level. While planning is continuous and it is critical to remain agile in today’s ever-changing market, prioritizing is always at the forefront of IT leaders’ minds and identifying what projects require the limited resources and how to maximize that return on resource investment. It all plays a bigger role in the overall organizational execution.

PPM can also provide resource capacity and demand planning, financial planning and bundle it all up in a nice pretty dashboard that gives stakeholders real time visibility while keeping them out of the weeds until they are needed to step in. It gives the information needed, while keeping the project on track so organizations can achieve the goals they set out to. A good PPM solution paves the way for standardizing process and raising the bar on projects because success rate is higher and benefits are clear.

For a complete view on what it takes to step up your service desk game, take a look at our recent webinar: Why Your Business Needs PPM.


The Gartner Gurus Are At It Again!

Gartner, Inc. has released the most recent version of its IT Project Portfolio Management Magic Quadrant report. This report measures all vendors within this industry and evaluates their product on both “Completeness of Vision” and their “Ability to Execute” placing each of the players into a category of Leader, Visionary, Challenger, or Niche Player. Feel free to download the report on the Innotas website.

Once again, Innotas is named as a “Leader” in IT Project Portfolio Management, and of course we are honored to be rated as a “Leader” in this year’s report for the 4th consecutive year.

We believe that if you challenge conventional wisdom you will find ways to do things much better than before.  This is precisely why we built the Predictive Portfolio Analysis (PPA) solution. It’s our stated vision to create an application that changes conventional PPM paradigms. So many of our competitors build products for outcomes, we choose to build products that enhance better processes. We’re glad that this vision is rewarded and acknowledged by third party analysts.

We understand that a failure of imagination in product development certainly assures success in inefficiency. We want to move markets, not product.

Today, Innotas stands as a wolverine at the gate guarding against such design apathy. We will not rest on our accolades this year or at any time in the future.

I would personally like to thank our outstanding team and all of their contributions and tireless effort in making this possible. Congratulations!

On behalf of Innotas, I would also like to thank our customers and users for their support, feedback, and continued dedication to Innotas. We set out on a mission to change the way IT is viewed within organizations, and we truly believe we are doing that. Thank you!

Amplitude plus attitude !

How Does Your Project Portfolio Stack Up?



From day one, we are conditioned to compare. Whose baby has the cutest smile, who had the most hits in the Little League game, and what is your GPA and SAT scores? As we grow older the comparisons shift and the stakes increase – how am I doing vs. my peers, is my company performing well vs. my sector or industry, and how can I beat the competition?
Project management professionals – PMOs, CIOs, and IT Management – must focus on how the project portfolio stacks up. Why? Because the portfolio is where a majority of the investment goes. The project portfolio is likely comprised of innovation projects, maintenance work, sustaining operations, strategic initiatives, and new product development. More importantly, the project portfolio is where resources are spending a majority of their time and they are the organization’s most valuable asset.
Innotas recently conducted a survey across various industries, organizations, and roles. Below are five key statistics that describe the landscape:

1) Over 50% of organizations say their projects and resources are not well aligned with business goals

I once heard someone say a successful project that is not aligned to business goals is like a doctor saying, “The operation was successful, but the patient died.” The purpose and goal of projects should not be focused on the output, but the outcome. Successful execution or completion of projects and initiatives is no longer enough. The focus must be on the project outcome – creating value for the organization which means your projects must be aligned with business goals. Simply put business alignment = business value.

2) Resourcing is the #1 challenge for most organizations

Organizations reported that resourcing is less of a challenge than in 2014, but it maintains the top challenge heading into 2015. This should not be a surprise. Every organization has more project demand than they can handle and it is usually because of limited resources (or budget to hire resources). Prioritization has become a greater challenge (when comparing year over year) with the #2 spot. Rounding out the top three is alignment, implying project and portfolio management teams are placing increased emphasis on improving upfront planning to create more value for their key stakeholders.

3) Over 60% of organizations do not have enough resources to manage project demand

This is not surprising as the top challenge for organizations has been resourcing for the past two years. With close to two-thirds of organizations still struggling with finding enough resources, there must be focus on optimizing the available resources to ensure delivering maximum value. This will require asking the tough question: “Are our resources working on the right projects at the right time?” If you cannot answer “yes” confidently, then your organization likely has room for improvement with project prioritization and resource scheduling. Utilizing tools that integrate predictive analytics technology or what-if scenario planning can help ensure your resources are optimized.

4) 49% utilize scoring based on business objectives to align and prioritize projects

Scoring is the most popular method among organizations who have a formal methodology for prioritizing and aligning projects. This is largely unchanged from 2014, where the survey found 50% were using scoring. Scoring is by far the most efficient and low hurdle way to get some prioritization method started in any organization. The reason is scoring can be customized to fit your specific organizational needs and culture – you can make your criteria simple or as complex as desired. For example, organizations can start with a simple 0 to 10 score for incoming project demand. As acceptance and adoption increases, the scoring criteria can become more complex to include weighting or aggregating a pool of scores across team members and key stakeholders. The key is to build consensus on the criteria and build from there. Getting a few “quick wins” into the organization can go a long way.

5) 45% are investing in a project portfolio management (PPM) solution

Implementing prioritization, organizing resources, or aligning project work all require some form of process or organizational change. However, you cannot measure and manage the effectiveness of the processes without a tool to help you report and communicate the progress. Project portfolio management (PPM) software is designed to create efficient project management and strategically define a system for resource optimization. With a portfolio management solution in place, organizations are better equipped to execute on their initiatives, achieve desired results and ultimately drive more value.

Regardless of how mature your organization is, benchmarking and knowing where you stand is the first step towards improvement. You can download the full report here and get more key statistics to help assess where your organization stands.

The Road to Alignment: Your guide to planning and prioritizing projects

Aligning project and portfolio objectives with overall business goals may seem like a no-brainer. Inherent, almost, that projects you invest in are supporting your overall objectives. However, not all projects are created equal, and sometimes the best made plans are self destructive. In order to create a plan that truly factors in business goals and assure stakeholders that the projects you are putting your resources into are the best ones at the time you will need to fully vet the projects and prioritize based on desired outcomes. Because let’s face it, there is always request overage and resource shortage. Here are some guiding principles when setting out to create a portfolio plan that is aligned with your business objectives.

For a more investigative approach on getting your projects aligned with business goals, take a look at our on demand webinar, “The Road to Alignment” and discover the secrets to getting your portfolio on track.

Evaluate: Identify the projects that you are tasked with and evaluate them. All of them might not make it to the execution phase, but they can be taken into account, and either invested in or dismissed, depending on available capacity and project importance. Keep in mind that projects must be evaluated against others within the portfolio – just because a project is a good idea and supports business goals, it still might not be the best investment for the business at that time. There could be other more important projects or simply not enough resources to successfully execute the project.

Set the Criteria: You will need to define the criteria for selecting projects. By having this process in place, it makes it very simple to rule out lower value projects and identify the best projects to support your goals. By sticking to the criteria set in place, you will be on your way to making the biggest impact.

Score your Opportunities: Scoring can help identify projects with high value from an unbiased perspective. While some projects are obviously high priority, others may not be so clear. Creating a metric to score your requests can allow you to justify why a project will or will not be pursued.

Rank your Results: Don’t exceed your resources. Once you expire time, material, people and money, in the planning it is likely you will stop accepting projects. Be realistic and don’t over allocate resources and set your portfolio up for failure. Using realistic objectives and having a clear understanding of the constraints enables you to maximize your success. Creating a plan within these constraints enables you to make better decisions.


After going through the process of evaluation, setting criteria, scoring, and ranking results, you might still not have a fully actionable plan. Implementing a portfolio process into your project management office is no easy undertaking, it is sure to come with challenges. Be on the lookout for early identifiers of obstacles so you can counter quickly and diffuse complications before they get worse. A portfolio is most successful when it accounts for and surpasses as many predictable challenges as possible.

Clarity, agreement and commitment are all major challenges presented to even the most comprehensive PMOs. You can combat any clarity issues with having as much detail on process and strategy as possible, while remaining objective. Keep in mind this might also change as the portfolio evolves. Agreement is another element to portfolio alignment that is critical yet difficult to achieve. Stakeholders need to be supportive of the goals and undertand the objectives set forth in the plan. The last major challenge is commitment, and again essential to successful project execution. Team members need to commit to the plan and stay on track for the highest chance of success.

If incorporating these elements is not a large enough undertaking, the final thing to keep in mind is that the plan must be adaptable to change. It is unrealistic to think the business direction will not alter throughout the lifecycle of the portfolio and the plan will not veer off course. In order to be effective there has to be a dynamic plan that can change if there is good cause and the change is supported by all the stakeholders.

What is the best way to embrace changes and create a malleable plan? Take a look at our on-demand webinar “Navigating Alignment: Drive forward and stay between the lines” with Mark Mullaly, President of InterThink Consulting, and a pioneer in the development of organizational project management capabilities. Mullaly covers how to keep your portfolio on track and stay aligned through the toughest organizational issues.

View the on-demand webinar and keep your portfolio headed in the right direction.


Customer Showcase: Univita Health

Univita Health  Improves IT Project Tracking & Reporting with Innotas

Univita Health is a leading provider of home health care solutions known for its ability to enable patients to receive the treatment they need from the comfort of their own home. Univita has been providing patients with the care they need for over 25 years, and has successfully changed the way many patients have received health treatments.

Why Innotas?

Univita’s internal IT team of 80 professionals were considering an alternative solution for their Project Portfolio Management (PPM) solution. The team assessed their current solution and began searching for a PPM suite that could maintain their overall project management and time-tracking capabilities, but could add more functionality.

Univita compared Innotas against a number of solutions evaluating their highest priority needs:

  • User-friendly interface that reduced time recording and ramp up times
  • Robust reports that were easy to produce
  • Ease of use to set up projects and profiles

After exploring options and in depth discussions, the Univita team chose Innotas as their Project Portfolio Management (PPM) solution. Innotas’ user experience gave the team confidence for high adoption rates from their users.

Suggestions to Others Considering Innotas:

David Hedberg, Program Manager at Univita Health would like to advise fellow PMs that when considering adopting a PPM solution it is important to identify the key benefits of the solution. In this case, the training and implementation (adoption) speed was a deciding factor for the team. The team was able to reduce the time users spent learning the system and there was little resistance from users because the intuitive process.

Next Steps:

Univita plans to implement top-down resource management to facilitate project planning and headcount allocation. Univita is utilizing Innotas’ implementation team and customer success manager to ensure optimal performance of the system.

For a more detailed look at how Univita was able to improve their project tracking and reporting, view our case study.

Innotas Recognized as a “Leader” in Portfolio Management by Leading Research Firm

Innotas today announced that Forrester Research recognized it as a “Leader” in Portfolio Management, in its recently-released report, “The Forrester Wave™: Portfolio Management For The Tech Management Agenda, Q1 2015” (March 2015)*.   This positioning is based on analyst evaluation of Innotas’ Cloud Portfolio Management solutions.

Here is an excerpt from the press release:

“Based on an analysis of 10 vendors’ Portfolio Management capabilities and how they stack up, the report indicates that ‘Innotas gains entrance into the Leader category by leveraging a highly configurable solution to provide solid analytics for the power user and ease of use for the casual user.’    The report further states, ‘Innotas’ top-down approach includes features for portfolio and prioritization, resource capacity and demand planning, predictive analytics, and dashboards.’   The Forrester Wave report is designed to help enterprise architecture (EA) and project management (PMO) professionals select the right partner for their tech management portfolio needs.”

My view is that this is not only interesting because a leading analyst firm has rated Innotas as a “Leader,” but this is the second firm that has done so.  Innotas is now the only cloud-native Project Portfolio Management (PPM) solution vendor to be rated a “Leader” by both Forrester and Gartner.  Both analyst firms not only look at the product, but consider our support, services, and overall customer satisfaction into their rating decisions.

Our people and approach differentiate us in the market.

To access a copy of the Forrester Wave ™ Portfolio Management for Tech Management report click here.


*The Forrester Wave™: Portfolio Management for the Tech Management Agenda, Q1 2015, March 2015.  Copyright © 2015, Forrester Research, Inc.

Innotas Feature Updates: Q1 2015

We are excited to announce our Q1 set of releases which include several new updates to Innotas PPM. Over the past few months we’ve focused our efforts on continuing to enhance the usability of our solution as well as building in new features to better support our large enterprise customers.  As of March 6th, Innotas is now equipped with the following features:


Predictive Portfolio Analysis Enhancements

The Predictive Portfolio Analysis module now offers a suggestion engine that analyzes portfolio shortfall data and will call attention to opportunities to improve the portfolio at a small incremental cost.  We’ve also added the ability to compare scenario outputs, including the ability to compare timelines and resource utilization heat maps.


Increased Self Service Admin Functionality for Tasks

Now admin users have the ability to add and remove fields from tasks via the admin tab.  Admin users can also create task categories and fields for better task control. We have added restrictions to the fields so admins are able to show relevant fields to users, depending on the task type. Also, as a user you can now choose what task fields to display in your task list view and admins can now set a global default view for task list column fields.


New JavaScript-Based Gantt Charts for Tasks and Projects

Our new JavaScript-based Project and Task Gantt Charts allow users to easily configure and print Gantt views, enabling them to get a visual representation of when projects are taking place.


On behalf of the Innotas team, we want to thank everyone who contributed feedback and suggestions for features. This set of releases are largely due to our customers who have expressed ideas and suggestions and we could not have done it without you. For more detailed information and a comprehensive list of all features that are included in these releases, please see our release notes from January 16th and March 6th in the Innotas Community Portal.

January 16th Release Notes

March 6th Release Notes

We look forward to continuing to include requested features into our product and learning how Innotas PPM is changing the way you do business.