What challenge(s) do our clients face?

Key Resources for Companies Facing Major Change

In our view, the Project Management Office (PMO) is a powerful force for many businesses, such as:

  • Major changes such as business model changes (e.g. business model disruptions, digital ERP changes, network and operational redesign)

  • M&A related initiatives (e.g. serial issuance, post-market mergers, joint ventures, business ventures)

  • Active expansion (eg. G. (market expansion, employee recruitment and recruitment, sales promotion, sales promotion, insurance)

  • Company down sizing (eg turnover, business disruption, cost reduction, cIn any of these cases, around the documentation of a projects a well-functioning organization that can coordinate and manage them effectively, efficiently and collaboratively. The project management office is usually the place and place where the organization will manage information and provide effective management.

How do we help?

We support clients in the design, planning and implementation of strong PMOs to ensure strategic initiatives meet business goals.

Joint use of a collaborative and iterative process to improve the client's internal capabilities, improve the management culture, process and management of the business, enabling them to make the desired change and achieve business results. This is accomplished through five main areas:

  • Core: In-depth analysis of the company's goals, capabilities, leadership, and project management needs

  • PMO Scope: Define the PMO's resources and service level

  • Key Competencies Project Management Office Methods and Tools

  • Key Competencies and Attitudes: Identify metrics that influence technical standards, management standards, and methods for monitoring success

  • Deployment: Use initial drivers and expand PMO

What are the benefits?

Throughout a PMO implementation process, many benefits are seen from the very beginning of the implementation process. Based on our experience, our customers mentioned the following advantages:


  • Aligns project portfolio’s with business strategic drivers

  • Brings objectivity and a broader perspective to align different interests to what is best for the company

  • Brings awareness of company’s project portfolio with the top executive level


  • Creates a culture of project management, bringing to the organization discipline of planning and stronger control.

  • Optimizes resources (human and financial) allocation in line with corporate criteria

  • Provides resource synergies, coordinated communication, best practices implementation, and standard policies application

  • Enables high-quality results tracking the evolution of project portfolio


  • Anticipate issues and risks in implementing the projects and speeds up problem-solving

  • Facilitates the identification and resolution of conflicts amongst projects within the portfolio

  • Makes it possible to reduce delays in delivery of projects bringing results faster

  • Increases capability to manage budget over-run

How does it work?

Pragmatism, simplicity and teamwork will be the main driving force in the success of our projects.

For the successful implementation of PMO, the following steps are usually taken to ensure effective and efficient results:


Because each project is unique, these steps are descriptive only and are not exhaustive or fixed. It will depend on the company’s needs, culture and situation.

A good method of integration is important, so we ensure that our customers can keep the PMO up and running after our support period ends. With that in mind, we’ve focused on ensuring that the company’s transition is successful and that employees feel comfortable owning and managing PMO. We believe this can only be achieved by joint diagnosis, design, implementation and training with us and working closely with the client’s team throughout their working life.



Integration has significant experience in many industries using project management centers. We have created a method that is proven and standardized, but adaptable to the characteristics of any business that needs the knowledge of our team.

We have worked and gained clear experience especially in FMCG, Pharmaceuticals, Private Equity and Investments, Pharmaceuticals, Beauty and Health, Oil and Gas and Retail. This knowledge allows us to have a broad view of benchmarks, evidence and best practice practices across different industries.

BMCS India BMCS India BMCS India BMCS India


BMCS India
BMCS India

Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.

Dhruv Patel

BMCS India

Aarush Gandhi is a Manager at BMCSwith significant experience in Supply Chain and Implementation having worked across both of BMCS practices.

Aarush Gandhi

BMCS India

Nikhil Singh is a Director at BMCS and has been working since July 2011 in the practice of Marketing & Sales. Prior to BMCS, Jonathan was an Analyst

Nikhil Singh

BMCS India

Keshav is a Manager in the Marketing & Sales practice. Originally from Columbia, Luis is an entrepreneur at heart, and has worked in several start-ups in Colombia, receiving his MBA

Keshav Sinha

BMCS India

Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.

Chaitanya Varma

BMCS India

Rishi Sinha is a Specialist on Supply Chain Strategy at BMCS, working since 2010 at the firm. He has over 20 years of experience in Supply Chain collaborating with companies

Rishi Sinha

BMCS India

Knish is a Managing Partner and has overseen the Mexico City office since 2008. Prior to BMCS, Gerard accumulated 25 years of experience in executive positions at L’Oréal

Knish Raj

BMCS India

Rajbir is a senior manager I within the Implementation practice at BMCS, and has been part of the team since July 2011. His experience includes leading transformational projects.

Rajbir Kapoor