Project management is a business discipline that involves applying specific processes, knowledge, skills, techniques, and tools to successfully deliver outcomes that meet project goals. Project management professionals drive, guide, and execute company-identified value-added goals by applying processes and methodologies to plan, initiate, execute, monitor, and close all activities related to a given business project in alignment with the organization’s overall strategic objectives.
Project management is broken down into five phases or life cycle. Each phase intersects with any of 10 knowledge areas, which include: integration, scope, time, cost, quality, human resources, communication, risk procurement, and stakeholder management. The phases, processes and associated knowledge areas provide an organized approach for project managers and their teams to work through projects, according to the following outline:
Monitoring and controlling phase:
Stakeholders can be any person or group with a vested stake in the success of a project, program, or portfolio, including team members, functional groups, sponsors, vendors, and customers. Expectations of all stakeholders must be carefully identified, communicated, and managed. Missing this can lead to misunderstandings, conflict, and even project failure.
Here are some tips for managing stakeholder expectations.
During the planning phase, all project details must be solidified, including goals, deliverables, assumptions, roles, tasks, timeline, budget, resources, quality aspects, terms, and so on. The customer and key stakeholders work together to solidify and agree on the scope before the project can begin. The scope guides the project work and any changes to the scope of the project must be presented and approved as a scope change request.
Budgets play a large role in whether a project progresses, or if it can be completed. Few companies have an unlimited budget, so the first thing project stakeholders look at in determining whether a project succeeded or failed is the bottom line. This fact fuels the pressure project leaders, and their teams face with each passing day. As such, effective budget management is a primary area of focus for project managers who value their careers. The following are five strategies for maintaining control of your project budget before it succumbs to whopping cost overruns:
Most projects are conducted based on a specific methodology for ensuring project outcomes based on a range of factors. As such, choosing the right project management methodology (PMM) is a vital step for success. There are many, often overlapping approaches to managing projects, the most popular of which are waterfall, agile, hybrid, critical path method, and critical chain project management, among others. Agile, which includes subvariants such as Lean and Scrum, is increasing in popularity and is being utilized in virtually every industry. Originally adopted by software developers, agile uses short development cycles called sprints to focus on continuous improvement in developing a product or service.
Successful organizations codify project management efforts under an umbrella organization, either a project management office (PMO) or an enterprise project management office (EPMO).
A PMO is an internal or external group that sets direction and maintains and ensures standards, best practices, and the status of project management across an organization. PMOs traditionally do not assume a lead role in strategic goal alignment.
An EPMO has the same responsibilities as a traditional PMO, but with an additional key high-level goal: to align all project, program, and portfolio activities with an organization’s strategic objectives. Organizations are increasingly adopting the EPMO structure, whereby, project, program, and portfolio managers are involved in strategic planning sessions right from the start to increase project success rates.
PMOs and EPMOs both help organizations apply a standard approach to shepherding projects from initiation to closure. In setting standard approaches, PMOs and EPMOs offer the following benefits:
Depending on numerous factors such as industry, the nature and scope of the project, the project team, company, or methodology, projects may need the help of schedulers, business analysts, business intelligence analysts, functional leads, and sponsors. Here is a comparison of the three key roles within the PMO or EPMO, all are in high demand due to their leadership skill sets.
Project manager: Plays the lead role in planning, executing, monitoring, controlling, and closing of individual projects. Organizations can have one or more project managers.
Program manager: Oversees and leads a group of similar or connected projects within an organization. One or more project managers will typically report to the program manager.
Portfolio manager: This role is at the highest level of a PMO or EPMO and is responsible for overseeing the strategic alignment and direction of all projects and programs. Program managers will typically report directly to the portfolio manager.
Successful projects require highly skilled project managers, many with formal training or project management certifications. Some may have project management professional certifications or other certifications from the PMI or another organization. Project management certifications include:
Project management software and templates increase team productivity and effectiveness and prepare the organization for changes brought about by high-impact projects. CIO.com has compiled the ultimate project management toolkit as well as some open-source project management tools to help you plan, execute, monitor, and successfully polish off your next high-impact project.
Project management software falls into multiple categories. Some tools are categorized as project management software; others are more encompassing, such as project portfolio management (PPM) software. Some are better suited for small businesses and others for larger organizations. Project managers will also often use task management, schedule management, collaboration, workflow management, and other types of tools. These are just a few examples of the project management software and tools available to help simplify project management.
Popular project management tools include:
Effective project managers need more than technical know-how. The role also requires several non-technical skills, and it is these softer skills that often determine whether a project manager — and the project — will be successful. Project managers must have these seven non-technical skills: leadership, motivation, communication, organization, prioritization, problem-solving, and adaptability. It’s also beneficial to have a strategic mindset, have change management and organizational development expertise, agility, and conflict resolution capabilities, among other skills.
By 2027, the demand for project managers will grow to 87.7 million, according to PMI, but these hires won’t all be project manager titles. While the more generic titles are project manager, program manager, or portfolio manager, each role may differ depending on industry and specialization. There are also coordinators, schedulers, and assistant project managers, among other roles.
Project managers have historically garnered high-paying salaries upwards of six figures, depending on the role, seniority, and location. Indeed provides a searchable list for job salaries, including some annual project management salaries companies are offering for these roles:
6500+ Project Professionals Gathered in Las Vegas and Virtually to Reconnect and Build the Future
PHILADELPHIA, December 05, 2022--(BUSINESS WIRE)--Project Management Institute (PMI) held PMI Global Summit 2022, its largest annual gathering of project, program, and portfolio professionals at Caesar’s Palace in Las Vegas from 1-3 December. The event included opening keynote remarks from Futurist and Best-Selling Author Amy Webb and closing keynote remarks from Innovator and CEO of Uncharted Jessica O. Matthews.
The three-day conference brought together 3,500 project leaders in person, and more than 3,000 virtual attendees to learn from key players in the industry and earn PDUs and gain valuable knowledge as they network with individuals across the profession. During the event, more than 140 subject matter experts and speakers held various educational sessions on subjects ranging from strategic alignment to agility and transformation. PMI also held a newly revitalized awards celebration, themed "ILLUMINATE!", honoring Ideas and Outstanding Teamwork.
"Global Summit provides a unique opportunity for our community to gather and share ideas, grow their networks, and celebrate their successes," said Pierre Le Manh, President and Chief Executive Officer of Project Management Institute. "As this year’s event comes to a close, we’re energized by our community’s passion and excited to continue being a trusted resource and home for project professionals across the globe."
At the event, leaders discussed the latest PMI® Pulse of the Profession® report, a report created from a premier annual global survey of project professionals, launched earlier this week. The survey found that organizations that prioritize power skills – including communication, problem-solving, collaborative leadership, and strategic thinking – perform better against multiple key drivers of success.
As another way to bring the Global Summit programming to our community, on 1 December, PMI held the final installment of the award-winning Virtual Experience Series 2022, featuring educational sessions livestreamed from PMI Global Summit, including our opening keynote Amy Webb, and an abundance of great content and exhibits. Don’t miss out on this opportunity to learn, network, and earn 9+ PDUs. On-demand access will be available through 31 January 2023. Learn more here.
Registration for PMI® Global Summit 2023 will open in early 2023.
About Project Management Institute (PMI)
Project Management Institute (PMI) is the leading professional organization for project management, and the authority for a growing global community of millions of project professionals and individuals who use project management skills. Collectively, these professionals and "changemakers" consistently create better outcomes for businesses, community, and society worldwide.
PMI empowers people to make ideas a reality. Through global advocacy, networking, collaboration, research, and education, PMI prepares organizations and individuals at every stage of their career journey to work smarter so they can drive success in a world of change.
Building on a proud legacy dating to 1969, PMI is a not-for-profit, for-purpose organization working in nearly every country around the world to advance careers, strengthen organizational success, and enable project professionals and changemakers with new skills and ways of working to maximize their impact. PMI offerings include globally recognized standards, certifications, online courses, thought leadership, tools, digital publications, and communities.
Visit us at www.PMI.org, www.projectmanagement.com, www.facebook.com/PMInstitute and on Twitter @PMInstitute.
View source version on businesswire.com: https://www.businesswire.com/news/home/20221205005544/en/
External Communications Specialist
Yaniv Shor is the founder and CEO of Proggio and the author of the book Time to Deliver, a must read for project managers. About Proggio.
Between the shift to remote work and the accelerating speed of business, project managers have their hands more than full. Juggling multiple projects and multiple teams across multiple locations, as well as relying on multiple software tools to keep everything straight, is enough to make even the most experienced PM feel overwhelmed.
Part of the problem is the fact that the tools most PMs have available haven't kept pace with the evolution and demands of modern project management. Many are still relying on static Excel spreadsheets to track project status and PowerPoint to create reports. According to the Project Management Institute (PMI), 30% of organizations only consider methods that have proved effective for them in the past. In other words, they stick with the status quo.
That's a serious problem because it directly hinders their success. PMI data shows that organizations that can adapt and evolve are nearly twice as agile, more productive and able to deliver better value—meeting their project objectives while staying on budget and with less waste. On the other hand, organizations that can't react quickly to change or are unable to forecast trends and capitalize on them are at risk of being quickly passed up by the competition.
If it's time for a PM modernization effort within your organization, here are some tips to guide the process.
1. Clarify your needs. Modern PM solutions run the gamut from providing top-level project portfolio management to complete end-to-end platforms that include granular task management. Not every organization needs a soup-to-nuts solution. Giving your PMs a powerful project portfolio management platform and allowing end users to continue with the task management tools of their choice may be just fine.
2. Identify your user base. Who is your intended audience? Are they experienced, certified PMPs or business end users with no formal project management experience? While both deserve a solution that's intuitive and easy to use for their level of experience, there's no need to overcomplicate things. Too many features can be overwhelming.
3. Develop a sound organizational structure. For some organizations, it's not just their tools that aren't working—it's their entire structure. Doing the same thing you've always done but adding a new tool won't fix the lack of communication, organization and structure. Consider restructuring business units, if needed, and identifying champions for units or departments so that each has a designated representative.
4. Establish a framework for prioritizing. Regardless of how you manage projects, each one that you undertake must have a direct tie to your overall business strategy. Before diving headfirst into every new idea, establish criteria for deciding what to work on, how new projects will be prioritized and who makes that call. Instead of doing projects for the sake of doing projects, make sure you're working on projects that actually move the needle in terms of business growth.
In order to successfully deploy any new project management strategy, you'll want to make sure you have the capability to address these four key factors that can make or break your program.
• Visibility. The problem with using Excel or even Gantt charts to track project status is that they're perpetually outdated. The entire team depends on the PM to make updates to the timeline by culling through emails, Slack messages and sticky notes. Meanwhile, work on the project is ongoing, so there's virtually no way the PM can keep up.
Look to incorporate real-time visibility to help your team plan ahead and be ready for the next task or phase. A clearer view of project statuses can also allow PMs and project leaders to spot roadblocks sooner so they can adapt quickly before falling behind schedule.
• Efficient reporting. PMs often spend hours compiling data from a myriad of sources into a PowerPoint deck to report to stakeholders. By the time this report is delivered, it's already old news. This is not only an inefficient use of PMPs' time and talent, but it also means leadership never gets a clear picture of project status. It may not find out things are going poorly until they've gone completely off the rails, putting the entire project in jeopardy.
Look to establish systems for efficient, real-time reporting in order to keep stakeholders up to date, which can save the entire organization a tremendous amount of time. Reporting is a critical part of project management, so addressing it upfront can prevent a huge hassle and headache down the road.
• Adaptability. How many times have you been sitting in a meeting, and there's a request to change priorities or objectives? Other times, things go wrong—a setback, a technical glitch or another hurdle means missing an important milestone. These events have obvious downstream effects, but in most organizations, those are hard to quantify.
Ensure you have the ability to adapt to changes. Seeing how a priority change or a roadblock will impact future milestones, project completion and deliverables across the portfolio is essential. Without it, the organization is flying blind and crossing its fingers that everything will work out in the end.
• Resource planning. Employees are already feeling overworked and stressed out, and nearly one in five project managers has considered leaving the profession largely because of burnout. No organization can afford to lose great talent right now (or ever).
Look to create an efficient resource planning process in order to not only prevent burnout but also make sure projects actually get across the finish line. By prioritizing projects around business objectives and gaining clarity into who's working on what, your organization can be much more effective at managing workloads and ensuring projects get over the finish line on time.
While it's reasonable to encounter some challenges as you modernize your project management approach, it's also important that you keep an open mind and be willing to try something new. Having a modern, adaptable project management strategy can provide you the clarity and agility you need to gain and maintain a competitive advantage in a fast-moving business environment.
Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
Project managers are responsible for understanding the vision and meeting the strategic objectives of any project. A key aspect of portfolio and project management is choosing the projects that the organization should undertake. Multi-disciplinary program managers must be aware of every aspect of all the projects, so that they can bring everything together. Typically, the success of a project is determined by the time taken and the budget consumed to complete it - but it is the delivery of business value that remains the most crucial factor in customer satisfaction.
Organizations have long turned to project managers to help them turn ideas into reality – these professionals take charge from the get-go until the project is delivered, ensuring a constant check on its progress. All in all, what truly sets this community apart is its focus on implementation — figuring out how to make something concrete out of an audacious goal.
Best practices to tackle complexity
Most projects have an inherent level of complexity that project managers have to deal with. There could be certain challenges – foreseen or unforeseen – that may come up, forcing the project to lose pace. However, to avoid making the mistake of starting a project that should not see the light of day, project managers must consider the value that will be delivered to the customer before beginning. Once the project manager has captured the project's vision, understanding how that vision translates into true business value is critical. The business value should be stated in monetary terms wherever possible, but there are also non-monetary benefits that can be realised and identified.
PMI helps executives develop capabilities to effectively sponsor projects, and trains managers in modern project management. The role of a project manager is not only about delivering the intended business outcomes – but they must also be adept at motivating their team to deliver customer satisfaction through a product or service. This is a key factor that will help the other members stay more engaged in their work, pushing them to bring the project's vision to life.
It's essential for a project manager to report on the progress of a project at frequent intervals, ensuring that corrective measures are implemented, in case anything goes off track. "It is equally important to focus on people competency by finding the right people and training them to become aware of the context of the environment to manage the expectations of the stakeholders," highlighted Joe Cahill, Chief Customer Officer (COO), PMI
Delivering transformational projects
The global community stands at a critical juncture today, dabbling with problems of the present while envisioning a more seamless feature. The environment is likely to turn more challenging as the journey progresses – yet project managers possess the capabilities to deliver inspiring solutions that have the power to transform industries. These professionals are nothing short of changemakers – as is evident from their contribution to some of the most influential projects in the world.
Recently, PMI announced its fourth annual list of 'Most Influential Projects' that showcased the top 50 influential projects this year. The list highlights the progress project teams have made on innovative projects in education, climate action, architecture, technology, healthcare, and more.
One of the most pertinent projects – Project Cheetah – the world's first intercontinental carnivore translocation – achieved success, with the consistent support of several stakeholders. Reintroducing another big cat to India after seven decades of it being declared extinct was no mean feat – but several teams of inspiring professionals, led by project managers made this a reality. The project involved multiple stakeholders, including the Wildlife Institute of India, the National Tiger Conservation Authority, and the Ministry of Environment, Forest, and Climate Change.
Another project that has attempted to shift the narrative in the country is STEM for Girls, rolled out by tech major IBM with a mission to provide tech training to 30 million people by the year 2030. Launched in May 2022 in partnership with the Government of Arunachal Pradesh Department of Education – the project aims to provide digital fluency training, coding skills, and life and career skills to 13,500 students in grades 8 to 10. IBM and state leaders are creating a resource group to roll out the tech-forward model across 130 schools, preparing the ground for a secure future for young girls.
Here are the 8 influential projects from India that featured in PMI's 'Most Influential Projects' list:
1. Metaverse Studio: For helping architects explore a new digital dimension of design
2. Koo Multi-Language Tool: For letting social media users connect and converse—in the moment, in their own language
3. Open-for-All Digital Ecosystem: For empowering even the smallest Indian companies with the fintech tools they need
4.Project Cheetah: For reintroducing another big cat to India
5. Secure Sanand: To create an environment for technology that uplifts the spirits of those in the workplace
6. Battery-Sharing Service: For creating a battery-sharing network for rickshaw drivers across India
7. Nimo Beta: For those looking to work remotely without a laptop or even a smartphone
8. STEM for Girls:
For providing tech training to 30 million people by the year 2030
A promising future
Fast-growing economies like India are bound to benefit from developing project management capabilities that allow for greater agility, transformation, and value creation.
"Over the years, companies and governments will undergo change, and it's important to note that most of the change innovation happens with projects. That's exactly why several teams that span across geographies are in dire need of project managers," Cahill added.
PMI offers certifications that are based on rigorous standards and ongoing research. Through these certifications, project professionals can demonstrate that they have mastered the strategies, tools, and communication skills that are required to drive forward the projects, asserted Cahill.
In the past, a project's success was measured based on its ability to deliver a quality scope on time and within budget. Although these factors are important to consider and control as a project progresses, they are not a true measurement of the success of a project. A project can only be considered successful if it delivers the predetermined business value to the customer. Organizations that look at project management as a critical aspect in delivering increased value to their customers will see a tangible impact on their bottom line.
Disclaimer: This article is a paid publication and does not have journalistic/editorial involvement of Mint. Mint does not endorse/subscribe to the content(s) of the article/advertisement and/or view(s) expressed herein. Mint shall not in any manner, be responsible and/or liable in any manner whatsoever for all that is stated in the article and/or also with regard to the view(s), opinion(s), announcement(s), declaration(s), affirmation(s) etc., stated/featured in the same.
Creative Destruction Lab Rapid Screening Consortium (CDL RSC) Wins PMI Project of the Year Award
Toronto, Ontario, Canada, Dec. 02, 2022 (GLOBE NEWSWIRE) -- Toronto – When the world was largely shut down during the onset of the COVID-19 pandemic, the leadership behind Creative Destruction Lab (CDL) at the University of Toronto’s Rotman School of Management began to think about how to redeploy their resources and methodology to focus on the crisis. CDL delivers an objectives-based program for massively scalable, seed-stage, science- and technology-based companies at the Rotman School and eleven other universities in six countries.
“When the pandemic hit in March 2020, it was clear that we faced a completely novel crisis—and novel crises demand novel responses,” says Janice Stein, University Professor and the Belzberg Professor of Conflict Management at the University of Toronto.
The discussions led to the establishment of the Creative Destruction Lab Rapid Screening Consortium (CDL RSC) in August 2020, a unique project to develop and implement COVID-19 screening systems at workplaces across Canada to help reopen the economy and break the chain of transmission of the virus. Participating organizations received resources, including a playbook, to set up a screening program through rapid antigen tests to protect their employees against COVID-19 exposure. It was an unprecedented collaboration among businesses, researchers, and government working together. By the time the Consortium wrapped up its work in March 2022, 3,550 screening sites had been established across Canada covering every province and territory with over 2.3 million screens deployed.
Last night the CDL Rapid Screening Consortium was honoured with the top prize from the Project Management Institute winning the PMI Project of the Year Award at a ceremony in Las Vegas. The award recognizes the complex project that best delivers superior performance of project management practices, superior organizational results, and positive impacts on society.
“The urgency of the COVID-19 pandemic demanded innovation. Highly disciplined project management processes and imaginative organizational design were essential to setting up the CDL Rapid Screening Consortium for success,” says Sonia Sennik, executive director, Creative Destruction Lab, who also served as executive director of the CDL RSC. “Though structure was critical, at the heart of our project was the tireless effort and spirit of the community. Their willingness to trust the process, rely on each other, and pay-it-forward to share data and mentor other companies, including industry peers, is what brought the project to life. This recognition celebrates the generosity, hard work, and creativity of our community. Over 2,000 organizations participated in the consortium — together, we were one team.”
“Rapid antigen screening was an important part of a layered public health response to COVID-19. Workplaces were a key site of COVID-19 transmission, and implementing measures to prevent COVID-19 transmission among employees and their families was pivotal in contributing to safer workplaces,” says Laura Rosella, associate professor and Canada Research Chair in Population Health Analytics, Dalla Lana School of Public Health, who was CDL RSC’s public health expert. “CDL RSC’s success at reach and scale meant that chains of transmission were broken across Canada. Implementing such programs is always challenging, and this project demonstrated the impact and population benefit you can have when you bring together people with complementary expertise and a common goal.”
The effort brought together experts from across the University of Toronto, the Canadian business community and guidance from Canadian federal and provincial health officials. Among the twelve founding companies who participated in the CDL RSC was Scotiabank.
“I am proud to have been a part of the CDL Rapid Screening Consortium and cannot think of a more impactful project over the past several years. Throughout the COVID-19 pandemic, the health and safety of our employees has been our top priority. We viewed rapid screening as an additional layer of protection that complemented existing workplace safety protocols and supported re-entry in line with local public health guidance,” says Michael Zerbs, Rotman MBA’89, Group Head, Technology & Operations at Scotiabank. “Implementing screening as part of a public-private partnership through the CDL RSC allowed us to move faster, leverage others’ learnings, and generate insights and playbooks that now benefit many other organizations. By screening asymptomatic employees, businesses and other organizations were able to break the chain of transmission and enhance everyone’s safety while working to reopen the economy.”
“At a critical time in our country's history, we designed an unprecedented collaboration among the private, public and not-for profit sectors to enable workers who could not work from home to continue to work safely,” added Prof. Stein. “The collaboration broke new ground on how the private sector in Canada can work in partnership with all levels of government.”
About the Creative Destruction Lab
Creative Destruction Lab (CDL) is a nonprofit organization that delivers an objectives-based program for massively scalable, seed-stage, science- and technology-based companies. Its nine-month program allows founders to learn from experienced entrepreneurs, increasing their likelihood of success. Founded in 2012 by Professor Ajay Agrawal at the University of Toronto’s Rotman School of Management, the program has expanded to 12 sites across six countries. Participating ventures have created $24 billion (CAD) in equity value. https://creativedestructionlab.com/
About Rotman School of Management
The Rotman School of Management is part of the University of Toronto, a global centre of research and teaching excellence at the heart of Canada’s commercial capital. Rotman is a catalyst for transformative learning, insights and public engagement, bringing together diverse views and initiatives around a defining purpose: to create value for business and society. For more information, visit www.rotman.utoronto.ca.
CONTACT: Amarpreet Kaur Creative Destruction Lab 4163339564 firstname.lastname@example.org
Recognising the need to expand her skillset beyond occupational health, Patricia Obende embarked on a journey to gain Chartered Manager status. Here, she reflects on what she has learnt from its project management module.
Changes in occupational health meant that in 2021 I decided to expand my skillset beyond my current field of practice and started a new journey towards the Charted Management Institute’s Charted Manager accreditation.
The Nursing and Midwifery Council (NMC) recently reviewed proficiency standards for Specialist Community Public Health Nurses (SCPHN).The NMC now recognise that SCPHNs must have the skill of leading and collaborating (NMC 2022).
The CMI’s ‘managing project’ module requires learners to pick an ongoing project in their organisation and demonstrate the learning outcomes of project management concepts and the tools and techniques used in different stages. I needed to demonstrate my skills in project planning, management of risk, developing collaborative relationships and transferring learning.
In this article I look at how I approached the ‘managing project’ module and reflect on what I have learnt.
Reflection is important as Forrest (2008) says that reflective practice is the footing for professional development. Reflection is iterative; you reflect, enact change, and then reflect further. Reflection encourages us to think about things from different perspectives. Galutira (2018) said that nursing practice is innovated by the theory of reflective practice.
My occupational health role is in the defence sector and projects are often confidential. The Covid-19 pandemic resulted in most projects within my organisation being put on hold. I regretted assuming that it would be easy to select from projects at my workplace, and was disappointed when I struggled to find something suitable. Nevertheless, these two emotions of regret and disappointment have been reported to drive motivation, according to Elliot (1999).
Eight weeks into a ten-week module, after initially struggling to find a project that met the course’s learning outcomes, I secured a project; Project Initiation: Lesson Learned Project (PILLP).
PILLP focused on the initiation stage of five selected projects in the defence sector. These five projects were chosen as case studies because they represented various facets: international partnering, industry collaboration, large-scale acquisition, and long-term capability management.
PILLP is an insightful study of all previous projects’ initiation stages. PILLP’s objective is to Excellerate awareness of project initiation lessons and embed these. Defence is responsible for a large proportion of government major projects, and there is a need to actively apply the learnings from these to future projects in defence and the wider UK public sector.
PILLP distinguishes that initiation does not just end with having an idea approved; it may be required at any step, resulting from significant changes in the direction, leadership, team size, or project structure. Koskela and Howell (2002 p2) note that “a project is conceptualised as a transformation of inputs to outputs” -– this appears to support the PILLP objective.
PILLP outcomes were met due to cross-functional collaboration between different stakeholders (Pinto, 2020). The project had intangible outcomes that border on quality, although Pinto suggested that a successful outcome cannot be said to have been achieved until the end client’s acceptance is evaluated.
It’s generally accepted that there are four project lifestyles: conceptualisation, planning, execution, and terminations in project management (Pinto, 2020).
PILLP did not follow the norm; going through the approval process outlining the strategic business case. Additionally, there was no defined project management structure, such as ‘waterfall’ or ‘agile’. In waterfall methodology, each stage of the project is completed before moving to the next stage in a linear way, while agile methodology involves constant collaboration and working in repetition to continuously Excellerate the project (Pinto, 2020), with any identified risk outlined. Instead, some tasks ran parallel to others which, according to Pinto (2020), can be identified as crashing; crashing is a different means to hasten when there are adequate resources to use. Fast-tracking (Pinto, 2020), a method of crashing, meant that the planning and execution occurred in parallel, covering the scheduling work base, and identifying different tasks and implementation.
The understanding of the environment, due to having a defence functional project unit, accounts for this lack of defined structure. The focus was short and sharp and activities were tracked to schedules. This approach worked well considering the short lifespan for PILLP. PILLP can be described as a hybrid of waterfall and agile (Rowland 2019; Marshal-Nicols 2019; Marshal-Nicols 2020; Association of Project Management 2021; Murray-Webster, and Dalcher, 2019).
I had to undertake a stakeholder analysis. PILLP stakeholders included the Infrastructure and Project Authority (IPA), which had a governance role, PA Consultancy, which offered expert guidance and solutions; the UK government, which was concerned with safeguarding taxpayers’ money; senior responsible owners (SRO); and defence project professionals (DPP).
Using stakeholder analysis is a way of understanding individual or organisational behaviour, purposes, inter-relationships and interest, for the purpose of evaluating influences and power over decision-making or process implementation. The government and the SRO had high power and high influence, while DPP and PA consultancy had low-power but high interest.
A communication plan helped to understand the perspectives of each stakeholder and fostered relationship-building and maintenance, since influence relies on a relationship. Maintaining communication vital as Cleland (1986) proposes that keeping channels open and sustaining contacts improves the chances of understanding stakeholders’ perception, which is critical to success.
PILLP was delivered within time and budget, which was seen as a success by stakeholders. The learning from this assignment can significantly impact the re-evaluation of leadership actions.
The CMI-accredited management and leadership training has helped further my knowledge and supported my professional growth in OH. It also opens the door for other opportunities in other disciplines.”
The Chartered Management Institute suggests that the behaviour of self-awareness and others, particularly social intelligence, is an aspect of development. Learning from success and failures at work is essential to the OH advisory role. According to Goleman et al. (2016), when a leader stirs appropriate feelings and emotions, they can connect with and understand their feelings and followers, realising personal success and good business performance. This practice is so much vital in the world of work.
Undertaking this module has given me new competence and an understanding of the quadruple constraints which are time, acceptance, scope and cost in managing a project, significantly boosting my confidence working in a diverse, multidisciplinary team at a strategic level.
The CMI-accredited management and leadership training has helped further my knowledge and supported my professional growth in OH. It also opens the door for other opportunities in other disciplines.
I was also able to enhance my communication skills by managing and resolving matters arising from struggling to secure a project early on in the process. For future modules I intend to engage my line manager and other stakeholders much earlier, ideally from the first day, highlighting any assessment criteria and deadlines.
I learnt the difference between a leader and a manager and when supporting employees and managers understand the relationship between health and work. This understanding now underpins my advisory role. Most importantly I feel that I can now better handle expectations from my organisational leaders, managers, trade union representatives and employees.
Achterkamp, M.C. and Vos, J.F., (2008). Investigating the use of the stakeholder notion in project management literature, a meta-analysis. International Journal of Project Management, 26(7), pp.749-757.
Charted Management Institute (CMI, 2017) Chartered Manager Degree Apprenticeship Standard. Available at: https://members.md.cmi.org.uk/Standard/Index/0efa4941-ec0d-4cad-9ad6-a2e684a5c87e (Accessed July 2022)
Chartered Management Institute (CMI, 2017) Transformational Leadership Available at: https://qahe.md.cmi.org.uk/Content/Display/73905 (Accessed July 2022)
Cleland, D. I., (1986). Project stakeholder management. Project Management Journal, 17(4), pp. 36-44
Elliot, A.J., (1999) Approach and avoidance motivation and achievement goals. Educational psychologist, 34(3), pp.169-189.
Forrest, M.E., 2008. On becoming a critically reflective practitioner. Health Information & Libraries Journal, 25(3), pp.229-232
Galutira, G.D., (2018) Theory of reflective practice in nursing. International Journal of Nursing Science, 8(3), pp.51-56.
Goleman, D. Boyatzis, R. and Mckee, A. (2016). Primal Leadership. Realising the power of emotional intelligence Harvard Business Review Press, Boston USA
Koskela, L. and Howell, G., (2002). The theory of project management: Explanation to novel methods. 10th Annual Conference of the International Group for Lean Construction. 06 August 2002. Gramado, Brazil : IGLC pp. 1-11.
Krog, C.L., and Govender, K. (2015). The Relationship between servant leadership and employee empowerment, commitment, trust and innovative behaviour: A project management perspective. SA Journal of Human Resource 13(1), pp712- 721.
Marshall-Nichols, J. (2020) Hybrid project management the key to a successful future? 9 July 2020. Available at: https://www.apm.org.uk/blog/hybrid-project-management-the-key-to-a-successful-future/ (Accessed 2 July 2021)
Marshall-Nichols, J. (2020)Hybrid project management is it your next challenge? 17 October 2019. Available at: https://www.apm.org.uk/blog/hybrid-project-management-is-it-your-next-challenge/ (Accessed July 2021)
Ministry of Defence (2020) Project Delivery Functions strategy 2021-2023 Available at: https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/968219/Project_Delivery_Functional_Strategy_Overview_External.pdf (Accessed May 2021).
Mitchell, R.K., Agle, B.R. and Wood, DJ, 1997. Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of management review, 22(4), pp.853-886.
Murray-Webster, R and Dalcher, D (2019), APM Body of Knowledge. 7th ed edn, Association for Project Management, Princes Risborough Network, 12, pp.15-16.
Nursing and Midwifery Council (2022) Standards of Proficiency for Specialist Community Public Health Nurses. London: NMC Available at: https://www.nmc.org.uk/globalassets/sitedocuments/standards/post-reg-standards/nmc_standards_of_proficiency_for_specialist_community_public_health_nurses_scphn.pdf [Accessed August 2022]
Pinto, J. K. (2020). Project management: achieving competitive advantage Global Edition 5th Edition. Harlow, United Kingdom: Pearson Education Limited
Rowland, M. (2019) How to go hybrid 20 August 2019 Available at: https://www.apm.org.uk/blog/how-to-go-hybrid/ (Accessed 2 July 2021).
The MarketWatch News Department was not involved in the creation of this content.
Dec 07, 2022 (The Expresswire) -- Final Report will add the analysis of the impact of Russia-Ukraine War and COVID-19 on this industry.
"Marketing Resource Management (MRM) Market" Insights 2022 - By Applications (Retail Market, IT and Telecom, BFSI Market, Media and Entertainment, Manufacturing, Healthcare, Public Sector, Marketing Agencies, Others), By Types (Marketing Reporting and Analytics, Financial Management, Creative Production Management, Project Management, Brand and Advertising Management, Others), By Segmentation analysis, Regions and Forecast to 2028. The Global Marketing Resource Management (MRM) market Report provides In-depth analysis on the market status of the Marketing Resource Management (MRM) Top manufacturers with best facts and figures, meaning, Definition, SWOT analysis, PESTAL analysis, expert opinions and the latest developments across the globe., the Marketing Resource Management (MRM) Market Report contains Full TOC, Tables and Figures, and Chart with Key Analysis, Pre and Post COVID-19 Market Outbreak Impact Analysis and Situation by Regions.
Marketing Resource Management (MRM) Market Size is projected to Reach Multimillion USD by 2028, In comparison to 2021, at unexpected CAGR during the forecast Period 2022-2028.
Browse Detailed TOC, Tables and Figures with Charts that provides exclusive data, information, vital statistics, trends, and competitive landscape details in this niche sector.
Considering the economic change due to COVID-19 and Russia-Ukraine War Influence, Marketing Resource Management (MRM), which accounted for % of the global market of Marketing Resource Management (MRM) in 2021
Moreover, it helps new businesses perform a positive assessment of their business plans because it covers a range of subjects market participants must be aware of to remain competitive.
Marketing Resource Management (MRM) Market Report identifies various key players in the market and sheds light on their strategies and collaborations to combat competition. The comprehensive report provides a two-dimensional picture of the market. By knowing the global revenue of manufacturers, the global price of manufacturers, and the production by manufacturers during the forecast period of 2022 to 2028, the reader can identify the footprints of manufacturers in the Marketing Resource Management (MRM) industry.
Get a trial PDF of report -https://www.360researchreports.com/enquiry/request-sample/17254681
Marketing Resource Management (MRM) Market - Competitive and Segmentation Analysis:
Marketing Resource Management (MRM) Market Reportproviding an overview of successful marketing strategies, market contributions, and accurate developments of leading companies, the report also offers a dashboard overview of leading companies' past and present performance. Several methodologies and analyses are used in the research report to provide in-depth and accurate information about the Marketing Resource Management (MRM) Market.
The Major players covered in the Marketing Resource Management (MRM) market report are:
● SAS Institute
● Adobe Systems
● North Plains Systems
Short Description About Marketing Resource Management (MRM) Market:
The Global Marketing Resource Management (MRM) market is anticipated to rise at a considerable rate during the forecast period, between 2022 and 2028. In 2021, the market is growing at a steady rate and with the rising adoption of strategies by key players, the market is expected to rise over the projected horizon.
The global Marketing Resource Management (MRM) market is projected to reach USD million by 2028 from an estimated USD million in 2022, at a CAGR of % during 2023 and 2028.
North American market for Marketing Resource Management (MRM) is estimated to increase from USD million in 2022 to reach USD million by 2028, at a CAGR of % during the forecast period of 2023 through 2028.
Asia-Pacific market for Marketing Resource Management (MRM) is estimated to increase from USD million in 2022 to reach USD million by 2028, at a CAGR of % during the forecast period of 2022 through 2028.
The major global companies of Marketing Resource Management (MRM) include SAP, SAS Institute, Infor, Brandmaker, IBM, Microsoft, Adobe Systems, North Plains Systems, Workfrontetc. In 2021, the world's top three vendors accounted for approximately % of the revenue.
The global market for Marketing Resource Management (MRM) is estimated to increase from USD million in 2022 to USD million by 2028, at a CAGR of % during the forecast period of 2022 through 2028.
This report aims to provide a comprehensive presentation of the global market for Marketing Resource Management (MRM), with both quantitative and qualitative analysis, to help readers develop business/growth strategies, assess the market competitive situation, analyze their position in the current marketplace, and make informed business decisions regarding Marketing Resource Management (MRM).
The Marketing Resource Management (MRM) market size, estimations, and forecasts are provided in terms of output/shipments (K PCs) and revenue (USD millions), considering 2021 as the base year, with history and forecast data for the period from 2017 to 2028. This report segments the global Marketing Resource Management (MRM) market comprehensively. Regional market sizes, concerning products by types, by application, and by players, are also provided. The influence of COVID-19 and the Russia-Ukraine War were considered while estimating market sizes.
For a more in-depth understanding of the market, the report provides profiles of the competitive landscape, key competitors, and their respective market ranks. The report also discusses technological trends and new product developments.
The report will help the Marketing Resource Management (MRM) manufacturers, new entrants, and industry chain related companies in this market with information on the revenues, production, and average price for the overall market and the sub-segments across the different segments, by company, product type, application, and regions.
Marketing Resource Management (MRM) Market is further classified on the basis of region as follows:● North America (United States, Canada and Mexico) ● Europe (Germany, UK, France, Italy, Russia and Turkey etc.) ● Asia-Pacific (China, Japan, Korea, India, Australia, Indonesia, Thailand, Philippines, Malaysia and Vietnam) ● South America (Brazil, Argentina, Columbia etc.) ● Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria and South Africa)
This Marketing Resource Management (MRM) Market Research/Analysis Report Contains Answers to your following Questions● What are the global trends in the Marketing Resource Management (MRM) market? Would the market witness an increase or decline in the demand in the coming years? ● What is the estimated demand for different types of products in Marketing Resource Management (MRM)? What are the upcoming industry applications and trends for Marketing Resource Management (MRM) market? ● What Are Projections of Global Marketing Resource Management (MRM) Industry Considering Capacity, Production and Production Value? What Will Be the Estimation of Cost and Profit? What Will Be Market Share, Supply and Consumption? What about Import and Export? ● Where will the strategic developments take the industry in the mid to long-term? ● What are the factors contributing to the final price of Marketing Resource Management (MRM)? What are the raw materials used for Marketing Resource Management (MRM) manufacturing? ● How big is the opportunity for the Marketing Resource Management (MRM) market? How will the increasing adoption of Marketing Resource Management (MRM) for mining impact the growth rate of the overall market? ● How much is the global Marketing Resource Management (MRM) market worth? What was the value of the market In 2020? ● Who are the major players operating in the Marketing Resource Management (MRM) market? Which companies are the front runners? ● Which are the accurate industry trends that can be implemented to generate additional revenue streams? ● What Should Be Entry Strategies, Countermeasures to Economic Impact, and Marketing Channels for Marketing Resource Management (MRM) Industry?
Customization of the Report
Our research analysts will help you to get customized details for your report, which can be modified in terms of a specific region, application or any statistical details. In addition, we are always willing to comply with the study, which triangulated with your own data to make the market research more comprehensive in your perspective.
Inquire more and share questions if any before the purchase on this report at -https://www.360researchreports.com/enquiry/pre-order-enquiry/17254681
Detailed TOC of Global Marketing Resource Management (MRM) Market Insights and Forecast to 2028
1 Marketing Resource Management (MRM) Market Overview
1.1 Product Overview and Scope of Marketing Resource Management (MRM)
1.2 Marketing Resource Management (MRM) Segment by Type
1.2.1 Global Marketing Resource Management (MRM) Market Size Growth Rate Analysis by Type 2022 VS 2028
1.3 Marketing Resource Management (MRM) Segment by Application
1.3.1 Global Marketing Resource Management (MRM) Consumption Comparison by Application: 2022 VS 2028
1.4 Global Market Growth Prospects
1.4.1 Global Marketing Resource Management (MRM) Revenue Estimates and Forecasts (2017-2028)
1.4.2 Global Marketing Resource Management (MRM) Production Estimates and Forecasts (2017-2028)
1.5 Global Market Size by Region
1.5.1 Global Marketing Resource Management (MRM) Market Size Estimates and Forecasts by Region: 2017 VS 2021 VS 2028
1.5.2 North America Marketing Resource Management (MRM) Estimates and Forecasts (2017-2028)
1.5.3 Europe Marketing Resource Management (MRM) Estimates and Forecasts (2017-2028)
1.5.4 China Marketing Resource Management (MRM) Estimates and Forecasts (2017-2028)
1.5.5 Japan Marketing Resource Management (MRM) Estimates and Forecasts (2017-2028)
1.5.6 South Korea Marketing Resource Management (MRM) Estimates and Forecasts (2017-2028)
2 Market Competition by Manufacturers
2.1 Global Marketing Resource Management (MRM) Production Market Share by Manufacturers (2017-2022)
2.2 Global Marketing Resource Management (MRM) Revenue Market Share by Manufacturers (2017-2022)
2.3 Marketing Resource Management (MRM) Market Share by Company Type (Tier 1, Tier 2 and Tier 3)
2.4 Global Marketing Resource Management (MRM) Average Price by Manufacturers (2017-2022)
2.5 Manufacturers Marketing Resource Management (MRM) Production Sites, Area Served, Product Types
2.6 Marketing Resource Management (MRM) Market Competitive Situation and Trends
2.6.1 Marketing Resource Management (MRM) Market Concentration Rate
2.6.2 Global 5 and 10 Largest Marketing Resource Management (MRM) Players Market Share by Revenue
2.6.3 Mergers and Acquisitions, Expansion
3 Production by Region
3.1 Global Production of Marketing Resource Management (MRM) Market Share by Region (2017-2022)
3.2 Global Marketing Resource Management (MRM) Revenue Market Share by Region (2017-2022)
3.3 Global Marketing Resource Management (MRM) Production, Revenue, Price and Gross Margin (2017-2022)
3.4 North America Marketing Resource Management (MRM) Production
3.4.1 North America Marketing Resource Management (MRM) Production Growth Rate (2017-2022)
3.4.2 North America Marketing Resource Management (MRM) Production, Revenue, Price and Gross Margin (2017-2022)
3.5 Europe Marketing Resource Management (MRM) Production
3.5.1 Europe Marketing Resource Management (MRM) Production Growth Rate (2017-2022)
3.5.2 Europe Marketing Resource Management (MRM) Production, Revenue, Price and Gross Margin (2017-2022)
3.6 China Marketing Resource Management (MRM) Production
3.6.1 China Marketing Resource Management (MRM) Production Growth Rate (2017-2022)
3.6.2 China Marketing Resource Management (MRM) Production, Revenue, Price and Gross Margin (2017-2022)
3.7 Japan Marketing Resource Management (MRM) Production
3.7.1 Japan Marketing Resource Management (MRM) Production Growth Rate (2017-2022)
3.7.2 Japan Marketing Resource Management (MRM) Production, Revenue, Price and Gross Margin (2017-2022)
3.8 South Korea Marketing Resource Management (MRM) Production
3.8.1 South Korea Marketing Resource Management (MRM) Production Growth Rate (2017-2022)
3.8.2 South Korea Marketing Resource Management (MRM) Production, Revenue, Price and Gross Margin (2017-2022)
4 Global Marketing Resource Management (MRM) Consumption by Region
4.1 Global Marketing Resource Management (MRM) Consumption by Region
4.1.1 Global Marketing Resource Management (MRM) Consumption by Region
4.1.2 Global Marketing Resource Management (MRM) Consumption Market Share by Region
4.2 North America
4.2.1 North America Marketing Resource Management (MRM) Consumption by Country
4.2.2 United States
4.3.1 Europe Marketing Resource Management (MRM) Consumption by Country
4.4 Asia Pacific
4.4.1 Asia Pacific Marketing Resource Management (MRM) Consumption by Region
4.4.4 South Korea
4.4.5 China Taiwan
4.4.6 Southeast Asia
4.5 Latin America
4.5.1 Latin America Marketing Resource Management (MRM) Consumption by Country
5 Segment by Type
5.1 Global Marketing Resource Management (MRM) Production Market Share by Type (2017-2022)
5.2 Global Marketing Resource Management (MRM) Revenue Market Share by Type (2017-2022)
5.3 Global Marketing Resource Management (MRM) Price by Type (2017-2022)
6 Segment by Application
6.1 Global Marketing Resource Management (MRM) Production Market Share by Application (2017-2022)
6.2 Global Marketing Resource Management (MRM) Revenue Market Share by Application (2017-2022)
6.3 Global Marketing Resource Management (MRM) Price by Application (2017-2022)
7 Key Companies Profiled
7.1 Company 1
7.1.1 Company 1 Marketing Resource Management (MRM) Corporation Information
7.1.2 Company 1 Marketing Resource Management (MRM) Product Portfolio
7.1.3 Company 1 Marketing Resource Management (MRM) Production, Revenue, Price and Gross Margin (2017-2022)
7.1.4 Company 1 Main Business and Markets Served
7.1.5 Company 1 accurate Developments/Updates
8 Marketing Resource Management (MRM) Manufacturing Cost Analysis
8.1 Marketing Resource Management (MRM) Key Raw Materials Analysis
8.1.1 Key Raw Materials
8.1.2 Key Suppliers of Raw Materials
8.2 Proportion of Manufacturing Cost Structure
8.3 Manufacturing Process Analysis of Marketing Resource Management (MRM)
8.4 Marketing Resource Management (MRM) Industrial Chain Analysis
9 Marketing Channel, Distributors and Customers
9.1 Marketing Channel
9.2 Marketing Resource Management (MRM) Distributors List
9.3 Marketing Resource Management (MRM) Customers
10 Market Dynamics
10.1 Marketing Resource Management (MRM) Industry Trends
10.2 Marketing Resource Management (MRM) Market Drivers
10.3 Marketing Resource Management (MRM) Market Challenges
10.4 Marketing Resource Management (MRM) Market Restraints
11 Production and Supply Forecast
11.1 Global Forecasted Production of Marketing Resource Management (MRM) by Region (2023-2028)
11.2 North America Marketing Resource Management (MRM) Production, Revenue Forecast (2023-2028)
11.3 Europe Marketing Resource Management (MRM) Production, Revenue Forecast (2023-2028)
11.4 China Marketing Resource Management (MRM) Production, Revenue Forecast (2023-2028)
11.5 Japan Marketing Resource Management (MRM) Production, Revenue Forecast (2023-2028)
11.6 South Korea Marketing Resource Management (MRM) Production, Revenue Forecast (2023-2028)
12 Consumption and Demand Forecast
12.1 Global Forecasted Demand Analysis of Marketing Resource Management (MRM)
12.2 North America Forecasted Consumption of Marketing Resource Management (MRM) by Country
12.3 Europe Market Forecasted Consumption of Marketing Resource Management (MRM) by Country
12.4 Asia Pacific Market Forecasted Consumption of Marketing Resource Management (MRM) by Region
12.5 Latin America Forecasted Consumption of Marketing Resource Management (MRM) by Country
13 Forecast by Type and by Application (2023-2028)
13.1 Global Production, Revenue and Price Forecast by Type (2023-2028)
13.1.1 Global Forecasted Production of Marketing Resource Management (MRM) by Type (2023-2028)
13.1.2 Global Forecasted Revenue of Marketing Resource Management (MRM) by Type (2023-2028)
13.1.3 Global Forecasted Price of Marketing Resource Management (MRM) by Type (2023-2028)
13.2 Global Forecasted Consumption of Marketing Resource Management (MRM) by Application (2023-2028)
13.2.1 Global Forecasted Production of Marketing Resource Management (MRM) by Application (2023-2028)
13.2.2 Global Forecasted Revenue of Marketing Resource Management (MRM) by Application (2023-2028)
13.2.3 Global Forecasted Price of Marketing Resource Management (MRM) by Application (2023-2028)
14 Research Finding and Conclusion
15 Methodology and Data Source
15.1 Methodology/Research Approach
15.1.1 Research Programs/Design
15.1.2 Market Size Estimation
15.1.3 Market Breakdown and Data Triangulation
15.2 Data Source
15.2.1 Secondary Sources
15.2.2 Primary Sources
15.3 Author List
Purchase this report (Price 3900 USD for a single-user license) -https://www.360researchreports.com/purchase/17254681
360 Research Reports is the credible source for gaining the market reports that will provide you with the lead your business needs. At 360 Research Reports, our objective is providing a platform for many top-notch market research firms worldwide to publish their research reports, as well as helping the decision makers in finding most suitable market research solutions under one roof. Our aim is to provide the best solution that matches the exact customer requirements. This drives us to provide you with custom or syndicated research reports.
For More Related Reports:-
Press Release Distributed by The Express Wire
To view the original version on The Express Wire visit Marketing Resource Management (MRM) Market 2023 : Company Challenges, Latest Advancements, Growth Prediction, and Forecast by 2028
The MarketWatch News Department was not involved in the creation of this content.
RENO, Nev. — The Group West Construction team is pleased to announce the addition of Scott Lenton as the director of project management.
In his new role, Lenton will direct and develop project management operations, coordinate the resources needed for upcoming projects and establish standards and processes for the operations team.
For nearly 30 years, Lenton has been recognized for his outstanding leadership and results-oriented management in fast-paced environments while working for some of the most reputable firms in Nevada and California. During his career, Lenton has managed large scale projects such as UNR’s William N. Pennington Engineering Building and Great Basin Hall Student Housing as well as multiple renovation projects for major hotels and event centers. Lenton has consistently shown a strong work ethic and adaptability while bringing projects from pre-construction to completion within time and budget. Prior to his career in construction, Lenton spent time in the U.S. Marine Corps.
“Scott is a tremendous addition to our executive team and brings a new level of professionalism to Group West. We know our clients will love him and the expertise he brings to the company,” said Ryan Gold, President of Group West Construction.
About Group West Construction
Group West Construction specializes in commercial general construction services and construction management. The core management team has a diversified background in managing all phases of construction from concept to completion with a wealth of experience in Adaptive Reuse, Hospitality, Multi-family, Industrial, Institutional and Tenant Improvement projects. Since 2009 the Group West Construction team has been instrumental in the exciting revitalization of downtown Reno, but with every project, the core focus is to create true, long-lasting partnerships with their clients. To learn more visit groupwestinc.com.