Tool
An accelerated and practical approach to (re)designing a PMO in large-scale transformations
Published
13 October 2025
Our "PMO in a box"-framework offers a structured, practical method to streamline and enhance the PMO design for large-scale transformations – whether you are setting up your PMO from scratch or revisiting your current setup.
Setting your transformation up for success
Project Management Offices (PMOs) are often a key part of large-scale transformations and are seen as fairly “standard” teams with predefined roles and responsibilities. However, while projects and programmes vary, PMOs often remain largely the same.
What a PMO needs to deliver in one transformation programme may not be the same in another. PMOs come in many shapes and forms, yet all too often there is a disconnect between what a PMO actually is and what the transformation programme truly requires. So how can organisations bridge this gap?
Why a central PMO matters – and how to set it up
PMOs exist for a very good reason. Without a central PMO, large-scale transformations can quickly run into serious issues: inconsistent standards, poor resource management, and weak risk governance. In the absence of a PMO, there is no central body to enforce standardised practices, creating inefficiencies and misalignments, and no single authority to maintain an overview of performance across all projects within the programme. Multiple programme controls often lack ownership; for instance, resource management – so often cited as one of the biggest challenges in large-scale transformations – can become a flashpoint, leading to delays or even programme failures. Risk management suffers similarly, increasing the likelihood of unmitigated risks that could jeopardise outcomes.
Establishing the right PMO, tailored to the transformation at hand, is therefore critical. And our approach tackles these challenges head-on, offering a structured methodology to design a PMO that aligns with your organisation’s specific needs.
Our “PMO in a box” framework is built around six interrelated, logical steps, guiding organisations from identifying the need to (re)design a PMO through to establishing a fully functional office tailored to the transformation at hand. The process begins with defining the overall PMO framework, followed by outlining design principles that form the foundation of its structure. These principles then inform the type of PMO – whether supportive or directive – based on the organisation’s needs. A thorough fit–gap analysis identifies existing and required deliverables, ensuring the PMO is equipped to manage its responsibilities effectively. This structured approach speeds up PMO setup, reducing complexity and shortening the time needed to design and implement it.
To determine how to design and structure the PMO effectively to meet the organisation’s needs, we follow six individual, logically sequenced steps to reach our recommendation. Each step is presented in sequence and should be carried out systematically.
1. Use design principles to guide your design efforts
A critical part of Implement’s approach involves agreeing on design principles to guide the structuring of the PMO. These principles set the direction and help answer the question: “What are the key considerations when designing our PMO?” They may relate to cost, time, scope, or core tasks and responsibilities, highlighting potential constraints to consider. Examples include supporting cross-functional quality assurance, centralising change initiatives, and driving benefits-focused decision-making. For example, if the PMO is expected to design and lead test management in addition to the classic PMO disciplines, the relevant roles and responsibilities should be defined as part of the design. Aligning with these principles is essential to ensure the PMO meets the specific needs of both the organisation and the transformation programme.
2. Decide on a suitable PMO framework
Building on the design principles, a suitable best-practice PMO framework should guide the approach, ensuring a clear focus on core responsibilities, roles, and deliverables. Implement’s PMO framework draws on extensive experience and evidence of what works in practice, with particular emphasis on planning, monitoring and control, and organisation. This structured approach provides the backbone for effective programme execution, while allowing flexibility to adjust according to the chosen design principles.
3. Determine the type of PMO needed for your transformations
Defining the type of PMO is essential before assigning roles and responsibilities. Do you need a PMO fully integrated into decision-making, for example as part of the leadership team, or is its main role to produce progress reports and data overviews? Whether the PMO is integrative, challenging, supportive, or primarily reporting-focused, deciding this early in the design process is crucial because it sets the direction for the responsibilities the PMO will own and the deliverables it will design and drive.
4. Conduct a maturity assessment and fit-gap analysis
A detailed as-is versus to-be analysis is carried out based on the desired PMO type and the chosen framework. The responsibility areas and core programme control disciplines to be owned by the PMO are defined by the design principles, the framework, and the selected PMO type. In this step, you assess the current state against the desired future state, identifying where you are and where you need to be within each core responsibility area, such as progress reporting, governance, or risk and issue management. The fit–gap analysis highlights key focus areas for your PMO setup, including deliverables that are already in place, those that are not fit for purpose, and those that do not yet exist.
5. Set the right team
Once responsibilities are clear, you can determine which roles are needed to execute the work. The PMO’s organisational structure and required roles are shaped by these responsibilities. Standard roles – such as Head of PMO or PMO support – may need to be complemented by additional roles, for example a Test Manager, depending on the scope. In this way, the roles within your PMO are always determined by what it needs to deliver.
6. Accelerate your timeline & PMO setup
We recommend four phases for the accelerated design and creation of the PMO: 1) working through the funnel, 2) developing the necessary deliverables, 3) onboarding and educating the required roles, and 4) ensuring the capabilities are in place. From the initial stages of designing the PMO, conducting the as-is and to-be analysis, and developing and staffing the PMO, to securing the appropriate upskilling and governance, this phased approach shortens timelines and streamlines the effort involved.
Want to know more?
Ultimately, a PMO should not only control the transformation, but enable it. Our framework is designed to ensure it does both - with purpose, structure, and measurable impact, following a logical sequence from needing a PMO to having it aligned and in place. This article provides a brief introduction to the framework and its phases. For a deep-dive on designing a PMO tailored to your transformation, or any questions about our approach, please reach out to Bjarne Hennings or David Franch.
