RNLI: Saving Lives Through Project Prioritization
Faced with too many safety-critical projects for limited resources, RNLI needed a smarter way to choose. TransparentChoice provided clear criteria, balanced portfolios, and the ability to re-prioritize instantly when priorities changed.
The Challenge
RNLI’s engineering and supply teams were carrying more initiatives than capacity, with no fit-for-purpose formal PMO process and limited visibility of what was actually live.
Projects could start on the basis of agreement alone—often without confirmed budget or dedicated resource—leaving project managers juggling workloads and “begging and borrowing” funding while competing for scarce specialist time. Senior project boards were stretched, and with so many parallel initiatives some meetings were missed.
RNLI needed a clear, data-driven way to define value, surface the true backlog, and make stop/hold decisions—instead of saying “yes” to everything.
"There were so many projects going on that nobody knew exactly which projects were currently live." 1:16
"New projects coming up weren’t budgeted for… you end up begging and borrowing money from other pots." 1:51
"We like to say yes to things… so a lot of resources were promised that may not actually materialize within the time scales." 2:28
Our Approach
RNLI’s PMO introduced a transparent, data-driven prioritization process. Workshops revealed the full backlog—bringing every project “out of the woodwork”—and gave leaders, engineers, and project managers a shared view for the first time.
From there, senior leaders defined and weighted clear criteria, while discipline experts scored initiatives against them. A smaller group refined rating scales to keep measures practical, and targeted surveys ensured participants only scored projects they knew. Real-time feedback showed how criteria compared in importance, helping the group validate their “value statement” together. This mix of strategic oversight and expert input reduced wasted time on “vigorous agreement” and surfaced fresh perspectives, creating a consistent framework for decision-making.
- Engage the right voices: Engineers, project experts, and senior managers shaped the model together.
- Define value clearly: Criteria focused on risk and benefits, with cost overlaid to show value for money.
- Debate where it matters: Open discussion surfaced disagreements, reduced bias, and avoided time wasted on “vigorous agreement.”
- Efficient scoring: Workshops revealed the full backlog, while targeted surveys meant people only scored what they knew.
- Keep it practical: Simple, relevant rating scales were refined by a small group to keep measures actionable.
The Results
Clear criteria and broad engagement turned an overwhelming backlog into a balanced, achievable portfolio. Leaders could now compare credible scenarios side-by-side, confident that projects were scored consistently and backed by expert input.
When COVID-19 shifted priorities, the PMO simply re-weighted the existing criteria—no need to rebuild the model. RNLI very quickly had a revised plan that reflected new realities while remaining achievable. The process gave senior leaders confidence in governance, assurance that projects were funded and resourced, and the agility to pivot when circumstances changed.
- Clarity: Every project scored against consistent, transparent criteria.
- Inclusion: Experts and managers all had a voice and a vote.
- Rigour: A value-for-money lens guided tough trade-offs.
- Balance: Portfolios stress-tested for achievability, not just maximum value.
- Resilience: Rapid re-prioritization kept the portfolio aligned when priorities changed.
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