Transformation is not a one-time project. It is a system that determines how effectively a business can survive, adapt, and grow.
This is how the DTEK and MODUS X journey evolved: from an internal digital transformation initiative to the establishment of a Transformation PMO that now supports the business through its most challenging times and lays the foundation for future growth.
Context and Challenge
DTEK is a national energy ecosystem on which millions of people depend.
After the full-scale invasion in 2022, resilience became not a competitive advantage, but a necessity. Under these conditions, the company simultaneously restored power supply to millions of households while ensuring the continuity of critical digital and operational processes.
Against this backdrop, digital continuity, portfolio visibility and control, and the reliability of IT services became critical factors for business operations. Accordingly, the PMO’s role evolved from project coordination to ensuring unified control, transparency, rapid decision-making, and continuity of transformation in an environment of high uncertainty.
The Creation of the PMO and the First Steps of Transformation
In 2019, DTEK launched a large-scale digital transformation. As the number of initiatives grew and management complexity increased, it became clear that the business needed a single center for coordinating change and establishing management discipline.
This led to the creation of the Transformation Office along with a centralized PMO, which initially focused on foundational but critically important elements: standardizing approaches, organizing project documentation, and establishing unified portfolio management principles.
Quite quickly, the PMO moved beyond a traditional support function. It began to act as a single mechanism for synchronizing strategic initiatives and overseeing execution across the entire group.
“The scale, complexity, and uncertainty of transformation initiatives required a new level of coordination and discipline,” comments Serhii Ivanov, Head of PMO at MODUS X.
In 2020–2021, the PMO evolved into DTEK’s IT PMO, becoming the core of technology change management. During this period, key practices were introduced, including a Steering Committee, integration of Scrum Masters into delivery processes, implementation of OnePlan for enterprise portfolio management, and the unification of methodologies across business units.
By 2022, the PMO was already operating as a centralized system for managing technological and transformation initiatives across all DTEK business units.
2022 — War and a Turning Point in the PMO’s Role
The year 2022 marked a turning point. Amid attacks on energy infrastructure, widespread power outages, and total uncertainty, business resilience and continuity became top priorities.
The PMO rapidly shifted its focus—from coordinating initiatives to managing mission-critical operations and processes. Non-essential projects were paused, and resources were concentrated on maintaining operational stability.
The key focus areas were:
- reliability of IT services and 24/7 system availability
- business continuity
- cybersecurity and infrastructure resilience
- rapid portfolio prioritization
During this period, a wartime-style portfolio management model was introduced, the PMO Portal was launched, reporting was automated, and PMO functions were consolidated into a unified system.
As a result, the PMO became a central hub for managing business resilience, enabling the company to maintain operational stability even under critical conditions.
2023–2024 — Systematization and Maturity
Following stabilization in 2022, the PMO transitioned from a reactive mode to a structured management model. The team strengthened the roles of portfolio managers and product leads, updated governance, and unified management approaches across all business units.
“The scale, complexity, and uncertainty of transformation initiatives required a new level of coordination and discipline,” notes Alesia Komarova.
During this period, management processes were further digitized, leadership analytics were enhanced, and risk and contract management were formalized. Onboarding, approval workflows, and reporting were also improved. A dedicated focus area was capability building through the PM Academy and the standardization of roles and evaluation approaches.
As a result, the PMO evolved into a controlled, transparent, and scalable system, ready to support not only internal transformation but also the company’s expansion into external markets.
2023–2025 — From Maturity to a Client-Centric and AI-Driven PMO
After stabilizing in 2022, the PMO moved to the next stage—building a systemic, predictable, and scalable management model. The focus shifted from reacting to challenges to establishing a unified management system across all business units.
The roles of portfolio managers and product leads were further strengthened, governance was updated, and management approaches were unified. At the same time, processes underwent deep digital transformation: management analytics were expanded, executive dashboards were introduced, risk and contract management were formalized, and reporting and approval workflows were automated.
“2023–2024 were years of structured growth in PMO maturity,” says Alesya Komarova.
In 2025, the PMO took the next step—transitioning to intelligent, data-driven management. The implementation of AI tools, a centralized knowledge base, and predictive analytics increased both decision-making speed and execution predictability.
At the same time, a new management philosophy was established—client experience as a core performance metric. The team introduced a systematic approach to measuring and improving customer experience: from CX diagnostics and journey mapping to regular analysis of CSAT and NPS, supported by short, iterative improvement cycles.
“After the creation of MODUS X, we defined a strategic paradigm: the client becomes the center of everything,” emphasizes Iryna Hodovaniuk.
In parallel, significant attention was given to people and capability development: unified approaches to project and product lifecycle management were introduced, Lean practices were expanded, and an environment for knowledge sharing and competency development was established.
As a result, the PMO transformed into a fully managed, client-centric, and AI-enabled system that not only ensures operational stability but also creates a foundation for scale and innovation.
Results and Business Impact
Today, PMO MODUS X is not just a project management function, but a core capability that ensures business stability, predictability, and efficiency.
Over several years of transformation, the PMO has become a key enabler, allowing DTEK to manage complex initiatives, adapt quickly to change, and maintain operational continuity even under critical conditions.
Key results:
- 98% on-time project delivery
- 20% reduction in cycle time
- 25% reduction in operational effort
- 96–99% KPI achievement
- 180+ active projects in the portfolio
- full digitalization of reporting, approvals, and management analytics
A notable outcome has been the increase in customer trust: the implemented customer experience management system achieved CSAT levels above 99% and significantly improved NPS across key business areas.
The PMO has also evolved beyond an internal function: its expertise and approaches have been scaled to external markets through consulting projects and the development of PMO-as-a-Service.
As a result, MODUS X gained not just an efficient management model, but a strategic advantage that enables faster change implementation, reduced risks, and greater business value creation.
Future Outlook and Next Steps
The transformation of MODUS X continues to evolve, entering a new phase. The next focus is on developing PMO-as-a-Service, scaling AI-driven approaches, and strengthening the role of data in decision-making.
The team continues to advance predictive analytics, delivery automation, and strategic portfolio management to further improve the speed, accuracy, and efficiency of execution.
At the same time, the PMO is expanding its expertise beyond DTEK, applying its experience to other companies and complex transformation programs.
The goal is to build a world-class PMO that not only supports the business but actively creates competitive advantage.
For MODUS X, transformation is a continuous process—one that enables the creation of management systems that deliver value not only today, but well into the future.
