The purpose of this work is to develop proposals for improving the efficiency of digital project management for a company in the energy industry. In the context of increasing sanctions pressure on Russian companies and the withdrawal of foreign software suppliers from the market, many large companies are deciding to conduct digital projects based on Russian software. The number of digital projects of the company in simultaneous development is tens of units. At the same time, the total number of energy company employees involved in the development and implementation of projects covers hundreds and sometimes thousands of company personnel representatives. The companies studied are working to improve their digital project management processes, guided by the project management methodology (“body of knowledge”) PMBOK and ISO 21500. The classical project management approach needs to modify processes in order to provide the necessary flexibility to manage the timing and quality of project products. The existing organizational structures for managing such projects did not include the position of a digital services design manager, which led to an increase in the time and cost of developing digital services. One possible solution is to divide the service manager’s functionality between two positions: service design manager and service manager itself. At the same time, the introduction of a new position into the organizational structure of the project requires the development of existing functional process models and an assessment of the economic efficiency of their implementation. This solution has made it possible to significantly improve the quality of digital project management, which is reflected in the elimination of delays in the commissioning of digital projects, as well as the timely start of servicing digital projects.