REFINING PORTFOLIO MANAGEMENT
Xcel Energy's leadership considers portfolio management an iterative process. Early projects in the portfolio skewed toward essential operational activities and strategic initiatives to consolidate and standardize processes and programs that reflected the decentralized era. These projects provided valuable feedback into the portfolio management activity, allowing continuing refinements in processes and success criteria.
As this consolidation effort is completed and the participants in the portfolio management process—the core business units and Business Systems (IT)—reach and maintain a high comfort level with both the methodology and the technology used, Xcel Energy leadership expects to undertake an increasing percentage of transformational projects that materially change the way the company does business. Both the risks and rewards of such projects are higher, but the portfolio management system gives them growing confidence that they can make the right choices and implement them successfully to maximize the return on IT investment.
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