Portfolio Prioritization for an Energy Tech Leader

INDUSTRY
,
COMPANY SIZE
10K+
PROJECT TYPE
PMO Consulting

A global energy technology company had just transformed its IT PMO into an Enterprise Project Management Office (EPMO)—charged with shepherding projects from every function of the business, from engineering to HR. But as initiatives poured in from across the business, leaders found themselves drowning in requests.

Every week, the governance committee saw 5–7 new proposals. After feasibility studies, 2–3 were typically approved. Projects ranged from very small to very large—and with no clear way to decline requests, the backlog ballooned.

At one point, more than 100 projects stood in the wings awaiting execution, even as new proposals kept coming. Engineering teams spent more time preparing feasibility studies than delivering active projects. Executives were stuck in weekly meetings debating requests they knew would likely sit idle in the queue.

The result was a process that looked rigorous on paper but felt like “theater of analysis” in practice.

The challenge

Cutting Through Complexity to Align Strategy and Resources

Our discovery revealed several pain points that were holding the organization back:

  •  Lack of confidence. 40% of stakeholders doubted that the right projects were being approved.
  • Limited visibility. More than 75% said they couldn’t see the status of in-flight projects or their impact on budget and staffing.
  • Weak ownership. Over half reported that projects weren’t assigned clear execution responsibility or tracked to completion.
  • Interdependency blind spots. Only 25% of stakeholders had high confidence that the committee understood how projects affected one another.

Together, these issues left the organization struggling to balance agility with strategic alignment.

“We knew our process was creating more noise than clarity. Everyone wanted to move projects forward, but no one could agree on which ones truly mattered. It was easier to just approve everything.”
— Executive Sponsor, Energy Technology Client

Our Approach

Engineering a Multi-Layered Framework for Impact

Our approach? A discovery process built to uncover the whole story—far beyond surface-level symptoms. We conducted a comprehensive analysis of the organization, determined to understand every layer of the challenge.

We began with a thorough review of historical data and stakeholder surveys, capturing insights from across the organization—from C-suite leaders to front-line project managers. But we didn’t stop there. Knowing that numbers alone can’t explain the full picture, we complemented the data with in-depth interviews to explore the nuances behind each response. This qualitative context helped us understand not just what was happening, but why.

What emerged from this multilayered assessment was the portrait of an EPMO attempting to process everything—large strategic initiatives and small operational requests—through the same funnel. This imbalance was slowing decision-making, overwhelming governance committees, and obscuring which projects truly mattered.

42%
Of organizations say their projects are not aligned with strategy.
— PMI Pulse of the Profession®, 2024

results & impact

Empowering Teams with Transparent, Strategic Prioritization

Our engagement produced five enterprise-level shifts that fundamentally changed how work flowed through the organization:

Strategic Clarity
Decision-makers gained a clearer line of sight into priorities, transforming the EPMO from a perceived bottleneck into a strategic partner.

Stakeholder Alignment
Leaders and teams rallied around a unified vision for project governance, enabling faster consensus and smoother execution.

Operational Efficiency
Refined thresholds, streamlined workflows, and an elevated Program Manager role reduced friction and shortened decision cycles.

Technology Readiness
Clearer processes and roles created the foundation required for a successful PPM implementation.

Mindset Shift
Project management evolved from a compliance exercise into a strategic advantage embraced across the enterprise.

 

These enterprise-level shifts were powered by a set of targeted improvements:

Strategic Shifts Made Business Impact Delivered
Cleared backlog from 100+ requests to 20, with quarterly reviews to keep it clean. Gave leaders a fresh start and freed the organization from years of accumulated “idea clutter.”
Set project rules. Small, low-effort requests stayed in departments; larger or complex projects went to governance. Freed teams to move faster on small wins while ensuring big bets got the oversight they needed.
Rank-ordered projects instead of scoring everything “high.” Forced clear tradeoffs, surfaced interdependencies, and gave executives a transparent view of priorities.
Fast-tracked urgent work. Safety-related or time-critical projects moved quickly. Prevented critical projects from getting stuck behind less urgent ideas.
Added Program Manager to:

  • Prepare proposals before review
  • Facilitate quarterly backlog reviews
  • Close the loop with requestors
  • Measure ROI
 Made meetings efficient and data-driven, ensured follow-through, and gave executives back valuable time.

Now we're headed in the right direction!

– Senior Executive, Energy Technology Client

Game Changer!

Your recommendation to hire a Program Manager was a game changer. For the first time, we had a clear line of sight into the backlog—what was proposed, what was approved, what was active, and how they all fit together. Meetings are much less painful now!

– Steering Committee Member, Energy Technology Client

Why It Matters

Transforming PMOs into High-Value, Enterprise-Wide Enablers

At Persimmon, we understand that effective portfolio management requires more than just processes—it needs a balanced approach that considers both organizational dynamics and strategic objectives. Our consultants bring deep expertise in transforming project management offices from administrative functions into strategic assets.

We take pride in our ability to analyze complex situations and deliver practical solutions that work in the real world. By combining analytical rigor with change management expertise, we help clients build project management capabilities that drive lasting value. This comprehensive approach to transformation is why organizations trust us with their most challenging portfolio management initiatives.

Looking to gain crystal-clear project priorities like this energy tech leader?

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