Once the new process was communicated to the teams and projects began following the methodology, the company saw immediate results. There was increased communication, collaboration and transparency between teams, and consistency/standardization in how projects are managed going forward. Management teams have the visibility into resource allocations and overall project health, and will be able to analyze project performance based on metrics captured throughout the project lifecycle.
After training with and shadowing a senior PM for 8 weeks, the company’s new PM jumped into her new role with more confidence and a better understanding of project success. She’s been developing project plans, facilitating status meetings, and moving projects forward with knowledge of all phases and outputs of the project lifecycle—from project kickoff to lessons learned.
“Today, ARMLS is experiencing real-time value from its new project management processes and training, thanks to Maven Project Management.”
- Michael Suliot, CTO, Arizona Regional MLS
Arizona Regional Multiple Listing Service (ARMLS) consolidates the property listing efforts of five autonomous boards across the Valley into a single system that provides some 33,000 subscribers with comprehensive multiple listing and other vital agent services at a reduced cost.
In addition to its basic services—aggregation of property data and facilitation of a unilateral offer of cooperation and compensation to all subscribers—ARMLS now provides IDX and VOW services to subscribers, as well as ongoing training, support services and technology solutions for participants and subscribers. ARMLS’s vision is to be the definitive source of real estate data, so data integrity is mission critical.
After a series of meetings with departmental stakeholders to uncover their wants and needs, CTO Michael Suliot came away with a long and unwieldy list of projects—and no one to manage them all. He promoted an internal candidate to fill the role of project manager, but quickly realized that—although she possessed ample ability—she lacked an understanding of process and project management best practices and so didn’t have the tools needed to be successful in the job.
Though not an uncommon challenge for many organizations today, it’s the kind of issue that can keep them from realizing success. He tried to train the new PM himself before realizing that he needed to re-focus on business-critical strategic initiatives. He needed a way to get the new project manager up to speed quickly and to build a process for submitting, prioritizing, and managing projects from start to finish. That’s where Maven Project Management came in…
Maven Project Management was selected due to overall expertise in project management, PM mentoring and building process/methodology for small to mid-sized companies. Maven interviewed key employees to better understand the environment, organizational structure and how projects were previously managed. From there, a customized solution was designed to meet their specific needs, including developing the project intake, prioritization and delivery process, and developing templates and reporting. PM training was also provided including shadowing a senior-level project manager.