Large projects in the pharmaceutical industry are usually characterized by high complexity and enormous time pressure. In addition to the common processing models such as EPCM, forms of partnership processing from the Anglo-Saxon region are also finding their way into Europe.

However, all models have similar challenges for the builder and thus for project management. Stringent interface management and maximum transparency, created through project-optimized controlling and reporting, are essential. In addition, unplanned risks often arise in this type of project, which must be mitigated or eliminated as quickly as possible through flexible intervention by experienced experts.

A Project Management Office (PMO), tailored to the respective customer, the individual project as well as the corresponding project situation and phase, guarantees not only a targeted organizational structure but also a structured process that ensures long-term project success.