Most large IT Investments in Federal and State governments require a Program Management Office (PMO) function to help the buyer (i.e. the Government) manage the IT planning and implementation activities from cost, schedule and compliance perspectives. PMO’s are most often the domain of project managers and cost-management specialists, “running the numbers” according to contract language, quality and risk management protocol, “Earned Value Metrics” and other compliance or oversight controls. More and more frequently, however, the PMO is tasked with understanding, advising and managing spending or compliance concerning very technical facets of the program, ranging from strategic Enterprise Architecture and SOA alignment, to more tactical preparation or review of technical standards, models and engineering methods. In essence, the PMO’s responsibilities begin to overlap more frequently with and require close coordination with programs domains historically more organizationally-distinct – ...