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Sizing Up Your PMO
Scope and responsibility determine how a PMO is sized and structured. A large group may be served by a small staff of generalists if the PMO’s roles are limited to tracking and support. A more wide-ranging set of roles requires a bigger staff with specialized skills.
Your organization has decided to set up a project management office. You’ve determined the scope of the PMO’s responsibilities (see “Know Your PMO’s Role”) and defined the processes its staff will be involved in (“Put Some Detail In Your PMO’s Role”). Now, in the third article of this four-part series, the question is how to define the structure of this new office: how many people will staff it, what skills will they need, and what is the internal hierarchy?
As a general rule, the size of your PMO staff will depend not on the size of your overall company or organization, but on the number and scope of the tasks the office will be responsible for. Another way of saying this is that the PMO’s process volume should determine the number of resources required.
A medical device company with about 100 projects in place has a PMO staff of only four because their role is limited mainly to tracking projects and providing methodology support. In contrast, a certain pharmaceutical company of similar size, running a similar number of projects, needs a PMO …
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