and that starts with the ticket-buying process. Whether they’re trying to see their favorite band
or searching for something new, consumers want to easily buy tickets to get them in the door.
For Ticketmaster International, based in London, England, that means creating an online
experience customized to each of the 21 markets in which it operates. Since shoppers in each
country have specific e-commerce expectations, the organization’s project teams target products accordingly. But with different lines of business working to meet their own goals across
borders, Ticketmaster’s teams struggled to prioritize requests.
“In the past, it wasn’t necessarily benefit- or value-based. It was he-who-shouts-loudest-based,” says Gerry McDonnell, senior vice president of technology.
Then, in 2010, the organization merged with Live Nation, which significantly boosted the size of the business. As the demand for internal resources
ballooned, the company needed a better way to manage its project portfolio.
That’s why it chartered a project management office (PMO).
“That demand from the business would always exceed our supply,” Mr.
McDonnell says. “So we had to make sure we were doing work that was going
to deliver that value.”
The PMO’s first task was to push the right projects to the top of the list. So it
started by assessing how each initiative would support Ticketmaster’s strategic goals and deliver a return on investment.
To create a baseline that would help the PMO better evaluate projects
across markets, the team introduced a business case template. This document
aimed to help product teams explain the value of their projects and outline
“From our perspective, it would allow us to prioritize those projects easier,
because we’re able to compare like with like,” says John McIntyre, head of the
PMO. “But initially, it’s fair to say that didn’t go down well.”
Product teams bristled at the prospect of additional paperwork. They
complained that the template was too long and requested details, such as
is all about the
“Two questions are always asked:
What is the value, and how will it
contribute to strategic objectives?”
—Christie Plumb, Ticketmaster International