The Program Management Office (PMO) delivered a number of projects during that first year so that, on a graph representing the number of projects completed versus the time to complete the projects, the upward trend was along a 45° angle. That performance defined the expectation for the PMO. Nobody stated that expectation as such, but everyone had the idea that the project teams were performing such that they could predict over time how many projects would be completed in the next incremental time frame. First, the PMO had limited financial consulting resources for consulting with the business functional groups on their business-case economic analysis. Second, we found that the PMO project coordinators and analysts were having difficulty translating the business functional area business requirements into project scope and business requirements for the projects. The PMO added additional resources to assist with the financial analysis and in many cases partnered with Financial Services to coop those consulting resources.