Avoiding Conflict: EA and PMO in Strategic Planning Process

In a large organization, many internal planning functions must come together during the construction of its strategy and eventual implementation. Two practices, in particular, play an important role during various stages of the strategic planning process: the Enterprise Architecture (EA) practice and the Portfolio/Program Management Office (PMO). These two practices collaborate closely and are complementary, yet they have very distinct roles. However, when either the EA or PMO function is underdeveloped or their roles become blurred, organizations often experience friction. For example, if an EA team starts managing and tracking program or project investment proposals, or if a PMO prioritizes technology decisions without EA input, it can lead to resource conflicts and project delays.

In an extreme situation, when one of the practices is virtually non-existent, some very interesting situations can occur. I recently had a firsthand experience with such a scenario: a large government agency had a nearly non-existent portfolio/program management function, leaving the EA team to do the heavy lifting of tracking investment proposals every financial year—an activity that should not typically fall under EA’s purview. With a strategic cycle of three years and numerous strategic initiatives proposed during each cycle, only a few initiatives actually get approved and actioned. This lack of traceability for rejected proposals—mainly due to cost and resource limitations—means that strategically sound ideas are lost. The agency ends up repeating the planning process and sometimes even rediscovers the same proposals that were rejected previously. This misalignment in strategic management has led to operational initiatives being prioritized over the original strategic proposals, resulting in over-budgeted programs that fail to meet strategic needs and results in internal tensions between IT and business leaders.

Before discussing how to address such situations, here is a brief overview of the planning process and the main services typically provided by these two important strategic planning practices.

Many organizations work through a strategic cycle that includes the Plan, Design, Build, Run, and Monitor stages. At each step, leaders, from the boardroom to IT operations, play a role in defining and executing the strategy. However, the effective execution of this cycle often depends on having a well-balanced operating model for the strategic planning organization. In addition to other strategic planning practices, the operating models for both the Enterprise Architecture (EA) practice and the Portfolio/Program Management Office (PMO) must be clearly defined and aligned.

Plan Stage: Setting the Strategic Direction

In the planning phase, senior leaders come together to formulate strategic priorities. This is when the organization’s vision is refined into clear objectives. Two key players here are the EA and the PMO, and although they work toward the same overall goals, they contribute in distinct ways.

The Enterprise Architecture (EA) team takes a broad view. They assess the current state of technology, identify gaps, and design a future state that aligns with the business’s long-term needs. A critical part of their role in the planning stage is supporting the capital planning process. They work with leadership to determine and prioritize which technology investments, in the form of initiatives, will be most beneficial, ensuring that investments are scalable, secure, and aligned with overall business priorities.

In parallel, the PMO is responsible for tracking capital funding, obtaining the necessary approvals, and translating approved strategic initiatives into a portfolio of programs and projects. They also keep track of initiatives that did not make the list for the current financial year so that these proposals can be reviewed again for viability in future cycles. Their job is to break down high-level initiatives into actionable projects by defining timelines, allocating resources, and setting performance metrics to ensure successful execution. In essence, the PMO turns strategic initiatives and functional roadmaps into detailed execution plans, ensuring that every initiative is mapped to the overall strategy.

Design & Build Stage: Turning Plans into Reality

Once strategic programs have been set, the Design & Build stages are all about execution. Here, the EA team provides detailed blueprints, technical guidelines, and—when needed—design reviews to ensure that the systems being developed are robust, interoperable, and future-proof. Their work includes creating solution architecture models and ensuring that the chosen technologies can support the business both now and as it grows.

Simultaneously, the PMO takes charge of managing the projects using established solution delivery processes—whether traditional or one of the agile methodologies—that implement these blueprints. They coordinate delivery teams, track timelines and budgets, and closely monitor performance metrics. This hands-on management ensures that transformation initiatives remain on track and deliver measurable results.

Run and Monitor Stages: Operating and Refining the Strategy

After the Design & Build phases, the organization moves into the Run stage, where new systems and processes are integrated into everyday operations. Leaders at the operational level ensure that the technology and projects deliver the promised benefits. The PMO continues to play a vital role here by monitoring performance and managing ongoing service delivery. Meanwhile, the EA team may step in to advise on any necessary adjustments to the architecture to better align with evolving business needs.

In the Monitor stage, performance metrics and key performance indicators (KPIs) are reviewed closely. The PMO’s ongoing tracking helps identify any gaps between the strategic goals and actual outcomes. At the same time, the EA team evaluates the effectiveness of the technology solutions and recommends any needed changes to the architectural roadmap. This continuous feedback loop is crucial for keeping the organization agile and responsive.

To help illustrate these roles more clearly, consider the following table that outlines the distinct services provided by the EA and PMO across different stages of the strategic planning process, along with the typical stakeholders involved from both business and IT:

Notice how during the Plan stage the EA focuses on the “what” (the technology and architecture needed to support the business strategy), while the PMO zeroes in on the “how” (the execution plan to deliver on that strategy).

Avoiding Confusion and Internal Tensions

To prevent conflicts arising from overlapping or unclear mandates, business and IT leaders should proactively develop balanced operating models. Establishing clear governance structures, joint steering committees, and regular cross-functional planning sessions can help ensure that both the EA and PMO remain aligned. Organizations like the UK Government Digital Service (GDS) have successfully implemented such models, using clearly defined decision-making protocols to maintain strong collaboration without encroaching on each other’s roles.

By clearly defining the roles of Enterprise Architecture and the PMO, organizations can more effectively translate strategic priorities into actionable projects. The table above serves as a quick reference for who is responsible for what at each stage of the strategic planning process, ensuring that both business and IT leaders know where to turn for guidance. In doing so, companies—whether large government agencies or international banks—can prevent role confusion, minimize internal friction, and ultimately achieve smoother, more successful outcomes.

Author: Sunil Rananavare, IT Strategy Planning and Architecture (CIO Advisory)

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