Scaling a PMO in keeping with changing delivery demand requires a shift between transformation, consolidation and lean modes. Using governance, resourcing, support, portfolio and technology levers, leaders can scale effort up or down without eroding core capability or confidence in delivery.
Key Insights:
- The PMO should flex its operating model rather than stay locked in one configuration.
- Right-sizing matters in both large transformation portfolios and smaller organisations that cycle through intensive and quieter delivery periods.
- Three PMO operating modes: Transformation, consolidation, and lean
A project management office (PMO) delivers the most value when its operating model aligns with the organisation’s level of activity. During periods of rapid change, the PMO may need to expand its support and increase coordination. When delivery settles, the same structure can feel heavier than required. Right-sizing the PMO provides a way to adjust effort without losing the capability that holds the portfolio together.
The lifecycle of PMO capability shows how functions mature and where many plateau. Once that life cycle is understood, the next consideration is how the PMO adapts its operating model when the organisation moves into a different phase of activity. Right-sizing is the practical step that follows the lifecycle view, allowing the PMO to align effort with current conditions without weakening the capability it has already built.
When does a PMO need to be right-sized?
Right-sizing of the PMO is most relevant when the organisation’s level of delivery activity changes. Some periods require a concentrated PMO presence to support accelerated decision-making and increased coordination. Other periods call for a lighter structure that maintains capability with less effort. Most PMOs move through both states as strategies evolve and portfolios expand or contract.
The approach applies across a range of delivery environments. Large organisations may need to coordinate multiple transformation programs, while smaller organisations might manage a sequence of discrete initiatives.
Both can face moments where the PMO feels heavier than required or stretched beyond its capacity. Right-sizing provides a way to reset the operating model so that support matches the level of demand.
Right-sizing is also relevant when the organisation is reconsidering how delivery functions are distributed.
A move toward hybrid or distributed models might require the PMO to adjust where expertise sits and how guidance flows. Right-sizing helps maintain consistency through these transitions, without losing momentum or capability.
The PMO’s three operating modes
PMOs adopt different operating modes as the level of organisational activity changes. Each mode shifts the emphasis of the PMO’s work, but the same foundational capability layers outlined in Evolving the PMO remain intact.
Transformation mode
This mode applies when the organisation is pursuing significant change:
- Delivery activity increases and decisions need to be supported quickly.
- The PMO takes a more concentrated role across coordination, assurance and visibility to maintain momentum.
- Sponsors often rely more heavily on the function.
- Additional expertise may be required to meet the pace of work.
Consolidation mode
Once the intensity of change reduces, the PMO can move its attention to stabilising practices and strengthening consistency:
- Reporting becomes more predictable.
- Capability uplift that began during transformation is embedded into routine delivery.
- The focus is on maintaining a steady environment while ensuring lessons are carried forward.
Lean mode
Lean PMO mode is relevant during quieter periods or when the organisation is operating under tighter constraints:
- The PMO reduces effort without weakening the disciplines that maintain confidence in delivery.
- Essential services remain in place, such as governance and portfolio visibility, while unnecessary steps are removed.
- Core capability is protected.
These modes help leaders understand how the PMO adapts its effort, without losing the structure that supports delivery.
How can you right-size the PMO?
Right-sizing works best when leaders understand the areas of the PMO that can change without weakening its core capability. These adjustments allow the function to align its effort with organisational demand while maintaining the disciplines that support delivery. Depending on the environment, the PMO can draw on several levers and use them in combination.
Governance levers shape the depth and frequency of decision activity. Approval pathways, reporting cycles and portfolio discussions can be tailored to suit the level of delivery. A lighter governance approach can support quieter periods, while more frequent oversight may be required when work increases in complexity.
Resourcing levers determine where capability sits. The PMO may take a more hands-on role during intensive periods or step back when teams can perform more of the work themselves. Short-term uplift or external specialists can assist when demand rises. A smaller configuration can remain effective when activity reduces.
Support levers influence how the PMO works with delivery teams. Uplift, coaching, assurance and issue support can be increased or simplified depending on the environment. These adjustments help project managers and sponsors maintain alignment without unnecessary oversight.
Portfolio levers guide where leaders focus attention. Scenario modelling, priority framing and tiered visibility help direct effort towards the initiatives that require the most support.
Technology levers provide structure when resources are limited. Automated reporting, workflow tools and AI-assisted analysis reduce manual effort and give the PMO more capacity to focus on interpretation and guidance.
Right-sizing does not rely on a single change. It is the combination of these levers, used at the right time, that allows the PMO to stay relevant and effective.
Looking for further guidance on the right-sized PMO?
If you’re looking for more practical detail on right-sizing, including how it relates to maturity, which capabilities should remain in place during lean periods and how to communicate mode changes, we explore these topics in more depth in our PMO Right-Sizing FAQ.
Right-sizing becomes easier when the PMO has a clear view of its current configuration and the level of delivery activity it supports. If you would like expert guidance on whether your operating model suits your organisation’s present conditions, we can help you assess the path forward. Quay Consulting’s maturity assessments and leadership roundtables give executives a practical view of where capability is strong, and where refinement will provide the most benefit.
Quay Consulting is a professional services business specialising in the project landscape, transforming strategy into fit-for-purpose delivery. Meet our team or reach out to have a discussion today.
