2015 PMO of the Year Award Finalist: Ticketmaster International

Tegan Jones is an editor for PM Network, PMI's monthly publication.

Live entertainment is all about the experience—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.”

SET LIST

The PMO's first task was to push…

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