Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Power PMO
Part III: Xcel Energy’s post-project review process takes a hard look at what was expected and what was delivered, using value-based criteria defined in the business case. At the same time, lessons learned are captured to do better next time. Best of all, as 'keep-the-lights-on' projects are streamlined, more money is being spent on strategic, innovative initiatives.
This is the final article in a three-part case study on how Xcel Energy’s PMO took control of $100 million in projects that are expected to deliver $600 million in value. Part I described how Xcel reorganized to run IT as a business, while Part II detailed the end-to-end process that help the PMO and business units collaborate closely in selecting the highest value projects.
At Xcel Energy, every completed project that is approved based on value delivered to the bottom-line is required to undergo a post-implementation review stage driven by the corporate CFO and the sponsoring business unit. Here, lessons learned are collected, the real cost of the project reviewed, and actual benefits validated against the expected value committed to when the project was approved. For example, one project promised an Economic Value Add (EVA) of 20 percent to be achieved by redeploying people and increasing revenue. The value measurement criteria that were defined during the business case are now validated to…
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