PEOs and PMOs

PEO: Program Executive Office; oversees a portfolio of multiple program management offices, with some common theme (e.g., Navy PEO Digital)
PMO: Program/Project Management Office; oversees a portfolio of one or more programs, focused on a specific capability area (e.g., Army Project Manager – Mission Command)

PEOs and PMOs are responsible for executing programs based on formally defined requirements

Requirements definition is a lengthy, formal process
In most cases, PEOs/PMOs cannot readily adapt their requirements based on information about a new technology

For most companies, their primary interaction with PEOs and PMOs will be related to current and/or future contracts to develop Defense systems

Ask PEO/PMO staff about the potential to work as a sub-contractor under an existing effort, as well as engagement pathways for future contracts

Be sure to ask PEO/PMO staff about the feasibility of obtaining a future contract

E.g., would they see you as a potential prime contractor, or are you better aligned as part of a team?
They may be reluctant to offer specific advice, but working to get as much information as they are willing to share will help inform your business decisions

Many companies seek contracts with PEO/PMOs because they tend to be larger and longer in duration, equating to more reliable revenue over time (especially compared to labs and engineering centers)

Engage PEO/PMO staff to understand the scope and duration of current and future contracts
Recognize that obtaining a position as a prime contractor (i.e., not a subcontractor) on a PEO/PMO contract requires a significant investment in both capture and bid/proposal
- Capture includes understanding the customer and competition landscape, and engaging the customer to help shape requirements in favor of your company’s strengths
- Bid/Proposal (B&P) costs can be very high given the often lengthy, in-depth Request for Proposal structure used for most larger Defense systems
When engaging PEO/PMOs, be sure you have a solid understanding of them up front
- Tailor your presentation to the target organization; do NOT use canned cookie-cutter pitches
- Focus on mission value vs profitability or generic technical performance info; be sure to apply any value statements to the mission of the PEO/PMO
Key things to understand about a PEO/PMO:
- What Engineering Centers they work with
- Who their end customers are / who is driving their requirements
- What contracts they use / how they buy (see Contracting 101)
- What programs are in their portfolio, and basic information about each (status, contractors leading key elements, any public info about pain points, etc)