PM Network - February 2016

“By putting repeatable processes in place, we’re able to deliver a lot more with the same amount of people and the same systems,” Mr. McIntyre says.

Regular reporting also has helped the PMO improve its project performance. Each Friday, project managers send out one-sheet status reports to everyone involved with their projects. Stakeholders get updates on status, risks, dependencies and any impediments to a project’s success. The PMO also produces a monthly report that gives market directors and the executive team a digest of what’s happening with all the projects across Ticketmaster’s portfolio.

“We don’t go into too much detail, but we make sure we’re explaining not just what we’re delivering, but what the value is and what objectives we’re trying to achieve,” Mr. McIntyre says.

For stakeholders who want more detailed information, project managers link to the more in-depth documents they prepare for their core team. That way, if someone wants to know what is causing a project’s red status, he or she can drill down into upcoming milestones, project challenges and the risks the team is managing.

“This way, stakeholders and sponsors can know that what they’re hearing from the project manager is the truth,” Ms. Plumb says.

Through a combination of collaboration, creativity and transparency, the PMO has helped Ticketmaster make better business decisions—and deliver more reliable project results. Improvements to the organization’s project environment have been built on a foundation of clear communications and trust, Mr. McIntyre says.

“The project teams communicate a lot more regularly and effectively with the business. The business is more involved in the projects. And because we deliver what we say we’re going to deliver when we said we’d deliver it, the business trusts us.” PM