---
esco_uri: http://data.europa.eu/esco/skill/2a2fa8e8-aaf3-4abf-a60b-af6415f1c6d4
esco_label: "strive for company growth"
relation: optional
onet_soc: 13-1082.00
source: model-knowledge
confidence: high
qa_count: 0
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# strive for company growth — Project Manager

As a Project Manager, 'striving for company growth' isn’t about *leading* the overall strategy – it’s about relentlessly focusing on project delivery that directly contributes to revenue or cost savings. Daily this means proactively identifying opportunities within your projects to exceed initial benefits expectations (e.g., finding efficiencies that reduce costs beyond the original estimate, spotting upselling possibilities during implementation). It's also about risk management; mitigating issues *before* they impact budget and schedule, protecting potential profit. Tools used include benefit realization tracking (linking project outputs to financial gains), change request analysis (assessing impact on ROI), and regular stakeholder communication focused on value delivered.

A typical task might be challenging a scope creep request not just based on timeline impact, but also by quantifying the lost revenue if resources are diverted from higher-value activities. Or, during post-implementation review, actively documenting lessons learned *specifically* related to cost optimization or identifying repeatable processes that can be leveraged across other projects. A common pitfall is getting bogged down in 'just getting it done' without connecting project tasks back to the bigger financial picture – treating everything as equally important instead of prioritizing based on ROI.

Good looks like consistently delivering projects *on* budget and schedule, but also demonstrably exceeding initial benefit projections. It means proactively flagging potential risks to revenue early, offering solutions (even if they require difficult conversations), and being a champion for value-driven decision making throughout the project lifecycle.  It's about building a reputation as someone who doesn’t just manage projects, but actively *grows* the company through effective execution.

Finally, remember this isn't solely about 'big wins'. Small, consistent improvements in efficiency and cost control across multiple projects add up significantly. Documenting these small gains and sharing them with leadership demonstrates a commitment to growth beyond simply completing tasks.

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: CORE / DOAB (open-access HR & organisational research).
