By 2015 Puget Sound Energy found itself with increasing infrastructure- and technology-focused projects—many of which included process and performance improvements. At this time Puget Sound Energy had two PMOs (infrastructure and IT). Efforts were fairly decentralized and uncoordinated, challenging Puget Sound Energy’s ability to deliver projects in an efficient and effective manner. Hence it sought to improve the efficiency of its general performance improvement and project management approach.
This case study looks at Puget Sound Energy’s efforts to consolidate functions—as well as isolated, uncoordinated project management efforts—into a single enterprise team with oversight of the strategic project portfolio and enterprise project practice. The team’s goal was to standardize and improve both portfolio performance and end-to-end process performance.