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Value Driven PMO Roles at Ticketmaster
John McIntyre
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JOHN MCINTYRE
VALUE DRIVEN PMO ROLES
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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
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HOW DO PMOs ADD VALUE?
1. Reports?
2. Control?
3. Share Lessons?
4. ‘Ensure Strategic Alignment’?
5. …
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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
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THE PMO ADDS VALUE BY ACTING AS A CATALYST
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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
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“THE FUNNEL”
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REPORTING
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REPORTING
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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
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MANAGING DEPENDENCIES
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VALUE MEASURES?
1. Faster release cycles2. Improved communication3. Information driven decision
making4. Less ‘Uh-Oh’ moments
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Add a new objective
Strategic planning!
STRATEGIC PLANNING
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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
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VALUE MEASURES?
Can we catalyze in other ways?
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PARTNERING WITH THE BUSINESS
Align ExecuteMeasure /
Exploit
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TWO USEFUL TOOLS….
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…AND TWO MORE
Strengths Weaknesses
Opportunities Threats
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I need customised training for my team
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VALUE MEASURES?
Deliver more training than the
training team
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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?
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The process is broken…
+1
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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
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It’s the little things that are holding us
back
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DECK TITLE - dd / mm / yyyy
What have we learned?
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PROJECTS ARE ONLY PART OF THE PICTURE
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“Maturity” is not value
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SPECIALISM IS MORE VALUABLE THAN HOMOGENITY
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THE GOONIES ARE GREAT PMO ROLE MODELS
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