Splitvice project portfolio management connects directors, project managers and project staff at project-driven, knowledge-based companies
Why Splitvice is made
We developed Splitvice with medium-sized and larger enterprises in mind: companies that often have multiple projects on the go at the same time with shared resources. These projects have a significant impact on budgets, investment and the use of resources. SplitVice helps all parties involved to make the right choices and decisions at all times.
Remember this: whereas most project portfolio management tools concentrate on project managers and staff, Splitvice focuses on every level of your organisation. That is why it offers user profiles targeted to the role of the user in the company.
Developed for strategists, project managers and knowledge workers
Communication in the enterprise
The first project management tool with an integrated decision making support function
Define and compare different scenarios
If you want to start a new project, discontinue a (sub) project, change your priorities or shift your resources, conventional tools leave you in a state of uncertainty about the effects. The scenarios in Splitvice do show you the impact on all on-going projects, so the management can take the necessary measures well in advance.
Splitvice helps you plan and manage projects according to the business process management standard, whether you need a helicopter view or the status of a specific task on a particular day. Splitvice offers complete transparency. All this information allows you to learn from each project in order to manage your next project even better.
More project transparency
Know what your employees are doing. Know what your manager wants. Know what brings most value to the company.
Is Splitvice the tool for you?
My company has multiple, concurrent projects, done by more than a few people.
Our projects are not entirely predictable, dependent on various factors and therefore difficult to manage.
Our resources often work on multiple projects at the same time.
It is difficult to assess the impact of the launch of a new project.
I do not know if postponing or discontinuing a (sub)project will actually help us enough to be more succesful in another project.
We need to organise a lot of meetings to always have a an overview on where we are.
We have no clear view on which projects are experiencing delays and why, and what the impact will be.