Recently, a senate bill was ratified, giving the State Chief Information Officer (SCIO) of a large state government new and expanded authorities for the approval and monitoring of IT projects. The bill aimed to change the ways state gov-ernment plans, budgets and manages Information Technology. At the time the bill was signed, the state lacked a clear enterprise view and visibility across their project portfolio. Determining where any given project was in the workflow, who needed to approve and the current project status proved nearly impossible. Reporting any meaningful project metrics from a portfolio perspective was also a major challenge. The state also looked to improve the management of IT projects by standardizing the type of project information collected and the process by which the information was gathered.