There is no measurement scale for determining if a company is or is not a PBO. In fact, there is some controversy about the definition of a PBO itself. You should look at different papers definig PBO and then, build your own scale based on these papers.

Hobday, M. 2000, "The project-based organisation: an ideal form for managing complex products and systems?", Research Policy, vol. 29, no. 7-8, pp. 871-893.

Söderlund, J. & Tell, F. 2009, "The P-form organization and the dynamics of project competence: Project epochs in Asea/ABB, 1950–2000", International Journal of Project Management, vol. 27, no. 2, pp. 101-112.

Turner, J.R. & Keegan, A. 1999, "The versatile project-based organization: governance and operational control", European Management Journal, vol. 17, no. 3, pp. 296-309.

thank you Victor

Mohamed,

Generally we can assume that there is a correlation between "project management maturity" PMM and PBO. Therefore, the highest level of PMM, then the company is more "project-oriented". And we can say that fully PBO equals highest level of maturity (usually 5th level, on the scale from 1-5).

Though, I would suggest you to have a look on articles on Project Management Maturity assessment and models, as there are different models on that topic.

Here are some of them:

Andersen, E. S., & Jessen, S. A. (2003). Project maturity in organisations. International Journal of Project Management, 21(6), 457-461.

Spalek, S. (2014). Does Investment in Project Management Pay Off? Industrial Management & Data Systems, 114(5), 832-856.

Spalek S. “Assessing Project Management Maturity in the Area of Knowledge Management in Select Companies”. International Journal of Economics, Finance and Management Sciences. 2014. Vol. 2, No. 2, [ISSN:2326-9553, USA] pp. 164-170.

Spalek S. „An Empirical Study on Project Management Maturity in Human Resources”. Journal of Management Studies. Vol. 2, No 2, 2014. [ISSN 2328-2185, USA], pp. 73-80W

Wandler, R. (2012). The maturity of maturity model research: A systematic mapping study. Information and Software Technology, 54(12), 1317-1339

Mohamed:

There are definite and few important characteristics associated with Adaptive PBO that distinguishes it from other project base organizations (PBOs).

In addition, there are also management styles for managing such adaptive PBOs and their decomposed set of goals and objectives. The following reference analyzes which style is best suited for managing an adpative PBO.

As W. Edward Deming said in his book The New Economics, setting a particular numerical goal accomplishes nothing. Setting a method to achieve a common set of consistent goals is important. Clear and consistent set of decomposed goals provides a `constancy-of-purpose.'

Without a common subset of consistent goals identified for each concurrent team (decomposed from its original sets), the adaptive PBO teams do not know what is expected from each other and how to accomplish the tasks concurrently. Finally, the paper discusses why a management style, which is based on a set of constancy-of-purpose (governing) principles, is considered superior for managing an adpative Project-based organization.

Article What Management Style is Considered Best for Team-Based Orga...

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