Daniel B. Stang is a Vice President Analyst at Gartner, covering strategic portfolio management (SPM), enterprise program and portfolio management (EPPM), and adaptive project management and reporting (APMR). His expertise includes creating processes for and leveraging strategy realization, enterprise program and portfolio management, project portfolio management, and adaptive project management for continuous delivery. Mr. Stang leverages his expertise in these areas to help Gartner clients define, scale, and harvest desired business outcomes using SPM principles and best practices.
Mr. Stang is a Key Initiative Leader for Gartner's SPM practice area. He defines the SPM research vision for his team, and helps guide the Gartner SPM team in creating breakthrough, provocative, and pragmatic research deliverables supporting the needs of business and IT leaders pursuing digital business.
As part of a continuous research process, Mr. Stang guides SPM-related and APMR-related market research coverage at Gartner. Mr. Stang has led and authored multiple Magic Quadrant and Market Guides related to the SPM and APMR for more than 20 years as a Gartner analyst.
As part of his duties, Mr. Stang helps Gartner clients define SPM and APMR processes for their organizations and create strategies for automating them. He can help clients build SPM and APMR technology shortlists based on their specific needs. His research also includes strategy roadmaps for domain specific PMOs and enterprise PMOs.
Mr. Stang also provides consulting and strategic advisory services for a number of technology providers operating in the SPM and APMR markets.
Prior to joining Gartner, Mr. Stang worked for a niche IT-based research company, tracking a variety of software technologies and providers, including those offering ERP applications, application development tools, project management systems, document management systems, and web authoring and development software.
Faulkner Information Services
Best-in-Class Portfolio Office
Strategic Portfolio Management
B.A., English, LaSalle University, Philadelphia
1How do we build an effective strategy realization office and/or enterprise PMO?
2How do we build and evolve our IT project portfolio management office (PMO)?
3How do we leverage an EPMO to support execution of digital business investments and transformational programs?
4What technologies should we use to drive effective strategic portfolio management?
5What technologies should we use to drive effective continuous delivery supporting digital business scaling and harvesting?
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