Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Power PMO
Part II: New end-to-end processes, backed by powerful incentives and real-time metrics, help ensure that Xcel Energy’s PMO and business units collaborate closely in selecting the highest value proposals for implementation. It all starts in the idea and planning stages and moves through detailed business cases and valuation scoring on the way to disciplined project delivery.
This is the second article in a three-part case study on how Xcel Energy’s PMO took control of $100 million in projects that have delivered $600 million in value. The first article, "Power PMO," showed how Xcel reorganized to run IT as a business, including establishing the PMO and implementing a governance structure and solution.
The biggest driver of Xcel Energy’s new program management office (PMO) was the recognition that the existing method of approving and funding IT projects was seriously flawed. Business units would express a need; IT would respond with a proposal and solution outline. Approval of the proposal by the business unit was coupled to full project funding. However, at this early stage, many projects were "half baked." The business side might not have thought through its needs carefully; IT might not have asked the right questions needed to elicit sufficient detail.
The usual result was a continuing stream of project change requests …
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