Hype Cycle for Project and Portfolio Management, 2017

Archived Published: 28 July 2017 ID: G00314744


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The cluster of technologies at the peak in this Hype Cycle for Project and Portfolio Management reflects market response to an increased need for faster change, driven partially by digital business. PPM leaders must shift strategies to support digitalization or risk being deemed irrelevant.

Table of Contents

  • Analysis
    • What You Need to Know
    • The Hype Cycle
  • The Priority Matrix
    • On the Rise
      • Project Management Bots
      • Human-Centered Design
      • Project Capability Centers
      • Strategy Realization Office
      • Adaptive Enterprise
    • At the Peak
      • Adaptive Program Management
      • Business Agile
      • Business Transformation Office
      • Enterprise Agile Frameworks
      • Integrated IT Portfolio Analysis
      • Project Collaboration and Management
      • PPM for New Product Development
      • Agile Project Management
    • Sliding Into the Trough
      • Application Portfolio Management
      • Cloud-Based IT PPM Services
      • Hybrid Application Project Management
      • Kanban for Programs
      • Project Management Certification
      • Reporting EPMO
      • Resource Management
      • Organizational Change
      • Traditional IT Project Management
    • Climbing the Slope
      • IT PMO
      • Earned Value Management
      • IT Project and Portfolio Management Applications
      • PPM for Professional Services
    • Appendixes
      • Hype Cycle Phases, Benefit Ratings and Maturity Levels
  • Gartner Recommended Reading
© 2017 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartners research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.

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