An Integrated Delivery Office: The Journey Continues


Eric Loyd and Danielle Cooper

TXU Energy

Dallas, Texas, USA

About TXU Energy

About 50 retail electricity providers offer as many 250 retail plans in the competitive markets of Texas. TXU Energy (TXUE) is the market-leader, powering the lives of more Texans than any other retailer. For six consecutive years, the Texas market has been ranked as the most competitive and most innovative by international consulting firm DRG. TXU Energy exemplifies the spirit of competition and innovation, giving customers choice, convenience and control over their electricity usage and spending. Initiatives driven by the Delivery Office have helped strengthen TXU Energy’s competitive position by delivering quality solutions quickly to market.

The formative years: 2009 – 2010

The Project Management Office was established in 2009, as a complement to TXUE’s systems integration effort. In those first couple of years, the team’s focus was primarily establishment of new processes, tools, and standards. Projects were primarily small, incremental changes to the newly implemented SAP platform. Stabilization of the platform consumed the majority of 2010, with the PMO leading various SWAT team efforts to alleviate manual workarounds and assist the business with system issues.

Raising the bar: 2011 – 2012

As the platform began to stabilize, a flood of pent up project demand hit. During 2011, there were over 400 active project requests in the system, with each department clamoring for their initiatives to take priority. In response, leaders from Finance and the PMO partnered to define a project selection process and a new Demand Management organization was created, to assess each project’s alignment with strategic objectives and minimize the churn the technology teams were facing in trying to respond to business stakeholders. Entering 2012, there were 80 active projects, with clear priorities for execution. A quarterly proposal submission process was established, with more rigorous business case evaluations.

Business value creation: 2013 – 2014

With stabilization and process standardization complete, and a track record of on-time, on-budget delivery, the business began to ask how projects could be delivered faster. In response, the PMO began to investigate Agile delivery methods. In September, 2013, the team established and trained two Agile teams and began delivering work using a Scrum-based framework. Entering 2014, the Agile teams were in place, the Quality Assurance team was rolled into the PMO, and the team established more business-oriented metrics and scorecards.

2014 Delivery Office Responsibilities & Priorities

The delivery office’s current areas of responsibility build upon the established foundation of Program and Project Management.   As the processes for project management were institutionalized, the team also put rigor around the release management functions and processes.


To read entire paper (click here)

Editor’s note: This paper was originally presented at the 8th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in August 2014. It is republished here with permission of the authors and symposium organizers. For more about the annual UT Dallas PM Symposium, click here.

About the Authors 

pmwj29-dec2014-Loyd-AUTHOR1 LOYDEric Loyd flag-usa

TXU Energy

Texas, USA

Eric Loyd, CSM, CSPO, is a proven executive with a passion for establishing and improving Project Management Offices across multiple industries. Eric has spent the last 13+ years leading teams specializing in IT Governance, IT Portfolio and Demand Management, Project Management, IT Service & Change Management, Organizational Change Enablement, and Quality Assurance. In his current role, Eric is responsible for directing TXU Energy’s Delivery Office which is made up of the Project Management Office (PMO) and Quality Assurance (QA) groups. Eric is focused on developing leaders and teams within the project management profession, ensuring the successful management and delivery of top quality business solutions, and helping to enable business value through technology solutions. During his tenure, TXUE has experienced a 30% improvement in on time project delivery, achieving 95% on time delivery with -3.5% variance to budget during 2013. Eric is a graduate of Baylor University and is a Certified Scrum Master (CSM) and Certified Scrum Product Owner (CSPO) by the ScrumAlliance.

pmwj29-dec2014-Loyd-AUTHOR2 COOPERDanielle Cooper flag-usa

TXU Energy

Texas, USA

Danielle Cooper is a Manager in the TXU Energy Business Technology group. A graduate of Baylor University, Danielle holds a BBA with emphasis in Information Technology and International Business. Danielle began her career in consulting, with Arthur Andersen, before transitioning those skills to industry. With experience in project management and organizational change management, she applies her skills to the governance and enablement areas of the Delivery Office. Danielle can be contacted at [email protected].