I am looking for comments regarding real experiences relating to MS Project Server 2003 and Prosight PRM integrations.
Brief background……..
We purchased MS Project Server 2003 a few years back. The high level scope of the implementation was standard for a project and portfolio mgt application implementation and the required process.
The project moved along per schedule and budget with no major issues. The project team was ready to pilot the proto-type with a relatively small project. At the point of just about to execute the pilot, there was a decision made (not by the project sponsor or project team) to purchase Prosight Portfolios and Prosight PRM.
It appeared that the decision was made based upon a good selling job that PRM “leveraged” the MS Project Server 2003 investment. And that PRM enhanced the Project Server capabilities. Also, there was considerable selling of the PRM product around its “resource management” capabilities.
My research of the PRM product and seeing the PRM capabilities leads me to believe that MS Project Server and Prosight PRM directly compete in most areas of functionality. We understand that this is just a decision point on what to use from which product/s in order to achieve the desired outcome.
At this point we have in place, Prosight Portfolios, MS Project Server 2003 and Prosight PRM. The Prosight “bridge” product is in place between Portfolios and PRM. However, the “bridge” between PRM and Project Server is not in place.
To my questions……does any one have real experience on truly integrating the products? What types of constraints did you experience? What was the functional integration strategy, top-down, bottom-up? Did you find features from one product more robust, if so which features? Any other thoughts would be very helpful also.
