Value Driven PMO Roles at Ticketmaster

John McIntyre

JOHN MCINTYRE

VALUE DRIVEN PMO ROLES

PMO @ TICKETMASTER

Quebec Copenhagen

Gothenburg

Chicago Barcelona

LondonStoke-on-

Trent

Belgrade

John McIntyreHead of

PMO/Projects

Software / Analytics PMs

Implementation/ Change PMs

PMO Hub Process Office

HOW DO PMOs ADD VALUE?

1. Reports?

2. Control?

3. Share Lessons?

4. ‘Ensure Strategic Alignment’?

5. …

WHAT IF THE PMO DISAPEARED?

1. Projects would still be delivered

2. Products would still get to market

3. We would continue to expand

…but slower

THE PMO ADDS VALUE BY ACTING AS A CATALYST

INITIAL OBJECTIVES FOR THE PMO

1. To ‘join the ends’ between

departments, processes and

strategy

2. To control delivery of projects

3. To become and independent and

objective voice of truth

4. To gather and produce good

information to inform good

business decisions

“THE FUNNEL”

REPORTING

REPORTING

TIME TRACKING

Used extensively for Capex / Opex

tracking

Now looking at estimates v. actuals data

Blended rates now help us cost projects up front

Avg 93% compliance

MANAGING DEPENDENCIES

VALUE MEASURES?

1. Faster release cycles2. Improved communication3. Information driven decision

making4. Less ‘Uh-Oh’ moments

Add a new objective

Strategic planning!

STRATEGIC PLANNING

THE 3 YEAR STRATEGIC PLAN APPROACH

Constructed strategic planning process and structures Designed planning process, timings and scope Designed & prepared all supporting material structures

Reviewed different management theories/analysis techniques & info already available Structured to ensure useful & relevant Provided guidance and challenging questions to help people think differently & for > 1year Prepared individual packs for Market MDs & Execs

3 Year Strategic Plans prepared & reviewed Market MDs & Executives prepared 3 year client, competitor and TM analysis & strategic plans Facilitated workshops with Product, Engineering, PMO & key Exec team members

Validated plans / dependencies / assumptions Gained common understanding of Market & Exec area perspectives

Used all plans in budget preparation; Product research; to improve understanding across divisions

2014 Business Plan prepared & submitted to US LNE Group

Lessons learned & 2015-17 Strategic Planning Process defined

Product discovery workshops – driving development of Product Roadmaps out into 2016

- 28 x 3 Yr Strat Plans produced to TM Int.

- >70 people involved

- Finalised just 2 weeks after workshops

Jun ‘13

Jul

Aug

Sep

Oct

Jan ‘14

VALUE MEASURES?

Can we catalyze in other ways?

PARTNERING WITH THE BUSINESS

Align ExecuteMeasure /

Exploit

TWO USEFUL TOOLS….

…AND TWO MORE

Strengths Weaknesses

Opportunities Threats

I need customised training for my team

VALUE MEASURES?

Deliver more training than the

training team

1. Was the training a good use

of your time?

2. What did you learn?

3. How will this benefit you in

your day-to-day role

4. How will it benefit the

business?

VALUE MEASURES?

The process is broken…

+1

27

Process Audit ResultsHRS

Participants Job LevelMetho

dProcess

role

HRIS Analyst F2FProcess

Lead

International HRIS Manager

F2F

Process Improveme

nt Ambassado

rTalent

Acquisition Advisor

F2F NA

HR Assistant F2F NA

Payroll Assistant

F2F NA

HRIS has reached a remarkable level of process maturity in a short amount of time. Despite a commitment to deal with a long list, all processes have been mapped and deployed; shared within & outside the HRIS team, both in meetings and electronically; improvements have been made with the help of all team members; process work made part of the PDR review; processes part of regular team meeting; finally the PDCA framework is being used to reduce by 75% the time a particular process step took (the only Process Lead to do that at the moment).Next actions:• Identify new processes to work with (Payroll can be a good

source)• Waste analysis recommended for processes outside London• Reach process maturity levels 4&5 in all processes listed• Use PDCA for other processes beyond 5• Keep up the very good work!Processes Documented

Process maturity score

1. Live HR Requisition 3 1 2 3 4 5

2.Live HR Starter form 3 1 2 3 4 5

3.Live HR amendment form 3 1 2 3 4 5

4. Live HR Leaver form 3.5 1 2 3 4 5

5. Payroll 5 1 2 3 4 5

6. Recruitment 3 1 2 3 4 5

OVERALL SCORE 3.42 1 2 3 4 5Recommendations:• Use landscape format in SPD maps for better visibility; pagination in page 2• Use SPD for processes 5 & 6• Live HR data can help in creating process metrics for processes 1-3 & 6• 4, page 5 needs link to form• Share SPDs with team, not just process maps

It’s the little things that are holding us

back

DECK TITLE - dd / mm / yyyy

What have we learned?

PROJECTS ARE ONLY PART OF THE PICTURE

“Maturity” is not value

SPECIALISM IS MORE VALUABLE THAN HOMOGENITY

THE GOONIES ARE GREAT PMO ROLE MODELS