I'm currently struggling with an answer to the question: what is the appropriate size and structure for a PMO . I know that it all depends, but maybe you could share some of your experience...
It really does depend on the size of the portfolio... I've worked in PMOs where there were two people (director and then a person who actually did the work) and I've worked in PMOs that were staffed with 30+ people.... I think one way to determine your size is to break down the PMO the same way you would a project - what are your objectives, what are your deliverables and what are the resources needed to meet those objectives, deliverables and timelines... What do you think? Saving Changes...
Andrew MakarProgram Manager| AMAKAR LLCOakland Township, Mi, United States
In some PMOs, the PMs have a direct reporting relationship. Others have an indirect reporting relationship to the PMO. The size of the PMO also fluctuates with where it sits in a program, organization, or enterprise.
Andy Saving Changes...
Richard HowProgramme Management Consultant| How Associates LtdHarthill, South Yorkshire, United Kingdom
this is a real how long is a piece of string type question. The best suggestion has already been made, treat it like a project. list the deliverables , then work out the effort required to achieve that add the amount of resource required to manage that resource and theres your answer
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