This is reminiscent of 1990s network management sales tactics. It didn't help the vendors or the customers. Smaller scale customers got scared off. Then, smaller, more prospective-customer friendly tool vendors emerged and ate the smoke-and-mirrors guys' lunch. I think that is happening now and will continue to happen.
When I talk to PPM vendors, they almost universally bemoan that adopters of PPM techniques are using general purpose tools like spreadsheets or home grown databases to track their portfolios. They warn of big scary things that could happen. But here's a big scary clue for the PPM tool vendors: spreadsheet and database tools have known costs, and don't require dabblers or on-the-fence adopters to spend hours listening to a sales pitch before they get to find out if they can possibly afford it. The dabblers can, will, and do get scared off. I've talked to them. And thus, PPM vendors are at least partially responsible for slow PPM adoption.
There's a litany of reasons I've heard from the vendors. "We need to accurately size the customer." "Our pricing is confidential." But I've yet to hear a reason that makes sense in the 21st century software as a service world, where pricing stays about as confidential as Kwame Kilpatrick's text messages, and where time to market and business agility are prized over custom-fitting.
PPM SaaS vendors who act like 1990s network management vendors are dinosaurs. Before long, the vendors that do act like 21st century SaaS vendors -- with live trial evaluations, and pay-as-you-go transparent pricing models -- will crush those that don't. Either that, or PPM tool adoption will continue to be stifled by those who would most profit by its ascendance.