travel manager project

Project Management

13 minute read

Project Management for Travel Agencies: The Ultimate Guide

Maria Fernanda Castro Jorge

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Quite a large proportion of modern business in Europe and worldwide is project-oriented . This part is nearly 25% worldwide, and the travel sector is no exception. This is because more and more companies are focused on creating fundamentally new or unique products and services. They're also focused on achieving new results. Projects are no longer a set of technical documentation and estimates (as they used to be) but are serious activities aimed at realizing individual company goals.

In short, the travel agency's success strongly depends on the ability to implement project-based work. In this regard, project management has become a relevant and important topic for travel agents of any level.

What is a project?

A project is a process (or group of activities) with a clearly defined timeframe. Its purpose is to create a unique product or obtain some innovative results. In the tourism business, the goal of a project is often called the solution of specific tasks. Accordingly, project management is a specific activity, the purpose of which is to realize all the tasks set. For this purpose, the maximum amount of effort, knowledge, experience, techniques, and project management software are applied.

A project is a process or group of activities with a clearly defined timeframe.

It is important to understand how they differ from everyday activities in the organization. First, each project has its own unique goal and time constraints for its achievement. In day-to-day activities, the goal is repetitive, and the deadlines are as well. Secondly, a project ends when it has reached a set goal. Day-to-day activities are endless, and their purpose is to maintain the normal flow of the tourism business.

Project management helps to achieve the set goals quickly and efficiently. Besides, a whole system of subtasks is formed in the process, which ties in to the company's more general goals. A scheme of competent distribution of resources is developed.

Project management is a whole science that has acquired a body of knowledge, rules, and standards. The most famous resource is PMBOK . This "book of knowledge" in project management describes the best practical advice and knowledge.

What does project management involve?

• Defining and forming requirements for the project.
• Setting as clear and understandable goals as possible.
• Establishing and implementing communication between the parties involved in the project.
• Balancing project constraints: budget, resources, risks, deadlines, quality.
• Communicating with the team, considering their needs/wants/expectations, and adjusting existing plans according to the input received.

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All these activities are segmented into distinct phases: project initiation, planning, execution and control, and completion. Careful project management planning , organization of tasks and project components, providing the necessary resources, and controlling the effectiveness of the chosen strategy contribute to achieving the goal in the tourism business. Let's discuss this in more detail:

• Initiation (i.e., the start of the project) is a kind of familiarization with the project. Its essence and goals are defined, and a suitable team is formed.
• Planning is the most important part of the travel project management. As stated in the classical methodology on PMBOK, it should take about 50% of all time in the project realization process. The difficulty is that all the actions the travel agent must carry out to achieve a given goal are carefully prescribed during this stage. For this purpose, the project is initially divided into parts and a set of small tasks. A certain work schedule is created in which deadlines for each task are prescribed. A list of necessary resources is also worked out. In the travel agency case, project management planning includes periodic adjustments because new nuances, subtasks, and pitfalls appear in the work process.
• Execution and control. This stage should be alternated with the previous one. In an ideal project management system, everything looks like this: set a task, do it, control it, make the necessary adjustments to the plan, set the next task, and so on. At the execution stage, some tools usually facilitate the flow of processes: delegation, time management, and the Eisenhower matrix.
• Project finalization. At this stage, a control check of the completed work is made. The original data, involved instructions, and regulations are saved. This is necessary so that even a new team member can understand what and how things were done before him.

There are quite a large number of methods of how projects are managed. Besides the classic method which we just described above, some others are used:

• Agile . This is when one big project is divided into many mini-projects with step-by-step implementation.
• Lean. This is the distribution of the project into small work packages.
• Scrum. This is the division of the project into component parts.
• Kanban. This is a variant for projects that are not limited by deadlines because they can be postponed.

Learn more: Kanban vs. Scrum – what's the difference?

Each methodology has a lot of its nuances, advantages, and disadvantages. Choosing the right system depends on the specifics of your travel agency and the team that will be working on a particular project.

How is project management relevant to tourism and travel management?

Project management skills are highly relevant to a tourism and travel management career.

A travel agency's success strongly depends on its ability to implement project-based work.

Here's how project management skills can be applied in this field:

• Planning and organization. Project managers excel in creating detailed project plans, crucial in tourism and travel management. You must plan itineraries, book accommodations, arrange transportation, and schedule tourist activities. Being well-organized ensures that everything runs smoothly.
• Time management. Time is of the essence in the travel industry. Project managers are skilled at setting and meeting deadlines, which is vital when booking flights, organizing tours, and ensuring that travelers are on time for their activities.
• Budgeting. Project management involves creating and managing budgets. You'll often have to work within budget constraints in tourism and travel management. Effective budget management ensures that resources are allocated efficiently and that costs are controlled.
• Stakeholder management. Project managers are adept at managing stakeholders, and this skill is essential when dealing with tourists, travel agencies, hotels, airlines, and other service providers. Building strong relationships with these stakeholders can lead to better deals and partnerships.
• Risk management. Identifying and mitigating risks is a critical project management skill. In the travel industry, you must anticipate and manage risks such as weather-related disruptions, health emergencies, or political unrest in destination countries.
• Communication. Clear and effective communication is key in both project management and travel management. You must communicate with clients, team members, and service providers to ensure everyone is on the same page and that information is conveyed accurately.
• Resource allocation. Project managers are skilled at allocating resources efficiently, whether assigning tasks to team members or managing the allocation of rooms and transportation for travelers.
• Problem solving. In tourism and travel, unexpected issues such as flight cancellations or visa problems can arise. Project managers are trained to handle unexpected challenges and find solutions quickly.
• Quality assurance. Ensuring a high level of service quality is essential in the tourism and travel industry. Project management skills can help you establish quality standards, monitor performance, and make improvements where necessary.
• Continuous improvement. Project managers are trained to review and analyze project outcomes to identify areas for improvement. This can involve analyzing customer feedback and adjusting services to enhance the overall travel experience in travel management.

So, project management skills are highly transferable and can greatly benefit a tourism and travel management career. These skills enable professionals in this field to plan, execute, and manage various aspects of travel experiences efficiently, ultimately leading to satisfied clients and successful travel operations.

Project management software for travel agencies

Implementing project management techniques is best done with dedicated project management software. Otherwise, you may end up spending more time managing your project management tool than using the tool to manage your project. The best project management software for travel agencies are:

• Worksection

All of them pursue 3 main goals:

• To make employees more efficient.
• To make the project management process itself more productive and effective.
• To make the management of the company's project profile more convenient and transparent for an outside view.

Project management software is appropriate when the projects themselves are more or less of the same nature. They allow you to form a unified picture of the project profile, track the stages of its implementation at different levels, and control the budget and deadlines.

Project management software are tools for the organization and the team, making all the company's activities as transparent as possible. Everyone can see the time and financial costs of certain projects, their workload, and their colleagues' workload.

As a result, using such systems and the subsequent transparency of work makes it easy to identify the causes of overruns or errors, optimize costs, and effectively reduce expenses (time, finances, and labor).

A case study in tourism project management: the Bookatrekking story

In their initial years, Bookatrekking faced many challenges common to many travel agencies. Coordinating trips, managing a dynamic team of guides, ensuring customer satisfaction, and navigating the ever-changing world of travel proved to be their own uphill climb. They realized that while their love for adventure was undeniable, the need for structured management was imperative.

Recognizing the need for change, Bookatrekking embraced the principles of project management. This team implemented Basecamp and Trello in their work processes. Trello was used for implementing strategic goals, and Basecamp for local tasks.

Streamlining operations

One of the first critical steps was streamlining their operations. They recognized that time is of the essence in the world of adventure. They optimized their tour planning, booking processes, and communication through Basecamp. It enhanced their internal team coordination and ensured that customers received quick responses and seamless experiences.

Team empowerment

With Basecamp, they empowered their guides and staff. Detailed workflows and standardized procedures provided clarity, minimized errors, and allowed for quicker decision-making. The team, once struggling with chaos, was now a well-oiled machine.

Data-driven decisions

Data became their compass. With the help of Trello, Bookatrekking meticulously analyzed customer feedback, booking trends, and market insights. It allowed them to make informed decisions, tailor their tour offerings to meet customer desires, and adapt to the travel landscape.

Where a travel agent should learn project management

In this article, we have considered the basics of the rather complex project management concept.

Suppose you are seriously aiming at a deep study of this science and planning your career development as a project manager. In that case, going to the Project Management Basics course at GoSkills makes sense. In 14 engaging lessons, you will learn how to effectively manage projects from start to finish through a range of topics, including project initiation and closeout, scope, schedule and resource planning, project execution and control, and more.

Prepare to get certified in project management

Start learning today with GoSkills courses

Project management is an indispensable skill needed by every travel agent. It is important to understand that project management is not a situational set of measures but a procedural implementation and realization of the whole mechanism. Stay calm if this topic seems too complex and vague to you now. Modern project management is a competent and balanced system, which you should approach with readiness and seriousness. Then, you will be able to understand everything and successfully apply it in the management of your travel agency business.

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Maria Fernanda manages GoSkills' social media channels and enjoys writing content whenever needed. A cup of coffee and an early morning run is all she needs to have a great start to her day.

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How To Become A Traveling Project Manager

If you’re interested in a career that involves plenty of travel , then becoming a traveling project manager could be a great option for you.

Experts from Jooble will help you to become a top-notch traveling project manager . Here’s what you need to know about this exciting career path.

What is a Traveling Project Manager?

In short, a traveling project manager is someone who is responsible for overseeing and coordinating project activities while also traveling to various locations. This could involve anything from working on construction projects to organizing events.

What are my options?

There are a few different routes you can take if you want to become a traveling project manager. One option is to find a job with a company that regularly sends employees out on business trips .

Alternatively, you could also look into joining a travel agency or tour operator that specializes in organizing trips for groups of people.

How can I succeed as a Traveling Project Manager?

Either way, there are a few key skills that you’ll need to succeed in this role. First and foremost, you’ll need to be extremely organized and detail-oriented. As a traveling project manager, you’ll be responsible for coordinating a variety of different activities, so being able to keep track of everything is crucial.

You’ll also need to have excellent communication skills. After all, you’ll be working with people from all over the world, so being able to effectively communicate with them is essential. Finally, it’s also important to be flexible and adaptable. Things can change quickly when you’re traveling, so being able to roll with the punches is a must.

What are the steps to becoming a Traveling Project Manager?

If you think becoming a traveling project manager is the right career move for you, then there are a few steps you’ll need to take. 

• Get experience. As with any career, it’s important to start by gaining some experience. Work on small projects or manage events in your local area. This will give you the skills and knowledge you need to succeed in this role.
• Research travel agencies or tour operators. There are a number of travel agencies and tour operators that specialize in organizing trips for groups of people . If you’re interested in becoming a traveling project manager, then start investigating these organizations and see if there are any openings.
• Network with other professionals. As with any career, networking is key. Connect with other professionals in your field and learn from their experiences. This will help you develop the skills and knowledge you need to be successful as a traveling project manager.
• You need to have a strong understanding of project management principles and practices. This will allow you to effectively manage projects no matter where they are located.
• You must be able to adapt to different cultures and work environments. This is essential for managing projects in different countries and regions.
• You must be able to work independently. This is important for managing projects that are located in remote areas. Remember to set priorities and stick to them. It’s a good idea to use a project management software to help you keep track of your projects and tasks.
• You need to be able to manage your time effectively. This is especially important if you’re working on multiple projects at the same time. In fact, you will need to be able to juggle different deadlines and priorities. You will also need to be comfortable with change. Things will constantly be changing for you, and you will have to adapt. You need to have thick skin as you will encounter a lot of challenges and obstacles in your projects. Therefore, you will need to be able to push through and not let these things get you down.
• Finally, be flexible and adaptable – things can change quickly when you’re traveling, so be prepared for anything.

If you can master these eight skills, then you will be well on your way to becoming a successful traveling project manager.

What are the downsides?

However, there are a few potential downsides to becoming a traveling project manager. First and foremost, it can be difficult to find a job in this field. There are not many organizations that regularly send employees out on business trips, so competition can be fierce.

Another potential downside is that it can be expensive to travel the world as a project manager. You’ll need to have a good understanding of budgets and be able to stay within your allocated funds. T raveling project managers typically have a lot of responsibility and must be able to work under pressure.

Finally, it’s important to note that this is not a nine-to-five job. You’ll likely be working long hours and weekends, so be prepared for that.

Bottom Line

Despite the potential downsides, becoming a traveling project manager can be a very rewarding experience. With some hard work and dedication, you can make your dream of traveling the world a reality. Becoming a traveling project manager can be an exciting and rewarding experience.

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5 steps to the best travel management process flow

Automate booking processes and save money on your business travel

1. determine priorities for administrators, managers and travelers.

• The business traveler wants an itinerary that doesn’t cause unnecessary sleep-loss, a comfortable room with WiFi, and maybe an extra day to explore a new city and turn a business trip into personal travel – a.k.a a “bleisure” trip.
• The office manager needs a travel policy that works (check out our travel and expense policy template ), and a travel management solution that does not take too much time away from other tasks. They shouldn’t need to open hundreds of tabs or contact loads of travel consultants or agents just to book flights.
• And finally, the finance manager needs instant access to all travel spend to be able to make budget decisions in real-time and optimize cost savings.

2. Use a booking platform that allows travelers to book for themselves

• No need to bother the office manager or travel manager for a simple booking procedure
• No need to write complicated emails or fill out forms with multiple itinerary options
• They can choose the itinerary they want and how they would like to travel (car rental, booking on different airlines, using a train etc.)
• They can choose the air travel providers and lodging they want, managing their own hotel bookings and flight tickets
• They can track their frequent flyer programs
• They can get all the benefits of an online booking platform tailored for business travel, while you get to make sure that they plan their trips within your company travel policy.

3. Streamline your policies and approvals process

• Pricing guidelines based on the city of destination
• Travel insurance requirements
• Guidelines based on traveler group (such as team, office, or country)
• Required level of control (pre-approve all trips, no trips or just ones of a certain price/length)
• The person who is approving each traveler/team (the team lead, project lead, or travel manager?)

Travel Management: Book, manage, report and support business travel all in one place

4. help travelers access direct support.

5. Optimize your travel spend instantly, monthly, and quarterly

Optimize your travel management process, going forward post-covid.

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Project Manager, Uganda

• Date Posted: 2024-05-01 07:13

Job Description

Job title: Project Manager

Location: Uganda

Travel: Internal travel might be required

Duration of contract: 12 months (subject to renewal)

DRS is looking, on behalf of our client, an INGO, for a Project Manager in Uganda who will participate in implementing initiatives in the agriculture sector.

The initiatives aim to enhance agricultural productivity and livelihoods in Uganda by addressing key challenges faced by farmers. Through targeted interventions such as access to modern farming techniques, infrastructure improvement, and value chain development, the INGO seeks to promote the sector's potential for sustainable economic growth and poverty reduction.

Main Responsibilities:

• Overseeing and coordinating all project activities to ensure the timely achievement of objectives within established parameters.
• Managing coordination efforts with local stakeholders and maintaining the project's time schedule.
• Supervising the accounting and financial aspects of the project, including expense recording, financial planning, on-site transactions, oversight of on-site bank accounts, guiding and monitoring procurement procedures for project partners, and managing both internal and donor financial reporting.
• Preparing intermediate and final narrative and financial reports, adhering to internal and donor regulations.
• Completing all project management documentation and regularly communicating updates internally and to the donor.
• Managing the project's co-financing component and coordinating with other associated projects.
• Conducting needs assessments and developing new project proposals as necessary.

Qualifications, Experience and Skills:

• Master’s degree in a relevant field.
• At least 5 years of experience as a project manager, preferentially in agriculture or rural development sectors.
• Experience in administrative and financial management.
• Fluency in English.
• Demonstrated ability to effectively manage complex and multi-sector projects with strong organizational capacity.
• Diplomatic and negotiating skills.

Contract, 4 to 12 months

2024-05-31 07:27.

• Location Uganda
• Languages English
• Sectors Agriculture Rural Development

2024-05-01 07:13

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(US) Project Manager, Acute & Payer

Key responsibilities.

• Analyzes scope, creates project plan, manages, monitors and controls multiple externally facing customer implementations of our software. Executes the project budget, team resources, communications, and project plans to deliver on time, on budget and within scope.
• Anticipate and address barriers to project success.  Identify and resolve risks and issues in a timely manner.  Escalate concerns to the project team and senior management when appropriate.
• Acting as primary interface to client business units during all phases of the project.  Leads formal presentations to internal and external stakeholders in a clear, concise, and explicit manner.
• Executes established SOPs and administrative responsibilities within expected timeframes. Influences impacts of project deliverables to financials (revenue recognition).A strong understanding of business acumen is required for change management purposes.
• Leads portfolio of mid-sized projects with some complexity. Collaborate with project team to meet customer's objectives and desired outcomes while delivering a quality customer experience.

Minimum Qualifications

• Previous experience with Project Management including Scope, Financial,  Schedule Management, Risk Mitigation, Change Management and 360 Communication.
• Strong leadership and relationship building capabilities, with ability to negotiate with and influence others to drive successful project outcomes. Ability to engage in difficult conversations about project dynamics.
• Team management skills aligning project resources to complete the scope of the engagement with excellent customer experience.
• Strong adaptability skills for changing customer landscapes, industry trends, and seeing each customer engagement as an opportunity to deliver quality services. 

Preferred Qualifications

• Previous healthcare software deployment experience
• PMP or Prince II designation an asset
• Post-secondary education in business or technology related field 
• 0-30% of the time

I-375 revision would mean fewer travel lanes, but residents still have questions

It was hard to get past the width of the roadway.

Nine lanes of traffic.

That’s how wide parts of a reimagined Interstate 375 appeared in numerous presentations, only not as an interstate in a trench splitting downtown Detroit from Lafayette Park and other east-side areas but as a street-level boulevard.

It gave critics ample room to question the “Reconnecting” portion of the I-375 Reconnecting Communities Project name or how it could ever address the elimination of areas like Black Bottom and Paradise Valley decades ago.

One neighborhood group, the ReThink I-375 Community Coalition, even launched a letter campaign to Gov. Gretchen Whitmer and Mayor Mike Duggan in April seeking to have the Michigan Department of Transportation removed from its role leading project design, saying in a sample letter that the effort as envisioned would actively disconnect the community and threaten decades of stability.

But MDOT is now offering a revised vision for the project, one with fewer lanes following an analysis in recent months showing less traffic during the morning and evening rush hours than before the pandemic.

Instead of nine lanes, the boulevard would be six, according to an MDOT presentation slide showing a possible view of the area north of Lafayette. Instead of three through lanes in each direction, there would be two. Instead of two left turn lanes in one direction, there would be one turn lane.

MDOT in an April webinar called it a 33% reduction in the travel lane width, and Project Manager Jon Loree said in an email that the department's traffic analysis forecast "a 20% to 40% reduction in the new boulevard based on time of day and location. This allows us to reduce the boulevard cross section, maintain mobility, and will result in a more comfortable pedestrian experience."

While the revisions appear to address some concerns from mobility advocates, who have been vocal that crossing so many travel lanes on foot or a bicycle or a wheelchair would be dangerous, not everyone is convinced the project has the right focus in mind, even with the changes.

J. Gregory Love, a former Detroit executive deputy fire commissioner, said he is “concerned about the lives that are going to be lost” when an interstate connection between east-side neighborhoods and the Detroit Medical Center is transformed into a signalized surface street.

He predicted that ambulances serving the thousands of residents, many of them senior citizens, living in high-rise buildings along the East Jefferson corridor, would see additional minutes added to hospital trips. He said those trips happen every day, and the issue highlights how the project will affect residents and neighborhoods beyond Lafayette Park.

“When they raise the freeway, they’re going to have an extension of that ride, probably eight to nine minutes longer,” said Love, who is president of the Indian Village Manor Condominium Association.

Love said he’s focused on being a voice for the seniors on the east side of Detroit, many of them at a deficit in terms of internet connections whose concerns aren’t as visible as others. He emphasized that he’s “staying in the lane” of public safety, something he knows best, in his comments about I-375.

In response to the emergency response concerns, MDOT's Loree provided documents from the preliminary designs shared with various groups last year showing travel times between Lafayette Park and the DMC. The estimated travel times range from five to six or seven minutes using the existing route and from seven to eight to as much as 13 to 14 minutes, depending on the time of day, using four alternative design route options.

Loree noted that "in response to the feedback we received, we have developed a number of design refinements made possible by a reduction in recent traffic volumes. This includes adding new local connections in the interchange that will enable emergency vehicles to take the 375 boulevard north into Brush Park and a direct connection from the 375 boulevard to the northbound I-75 service drive that connects to Mack. Travel times for these new connections are under development."

'Severing an artery'

The stakes are high for this project, which has been discussed at least since 2013, and residents and public officials know it. Federal money is involved, including a $105 million grant that U.S. Transportation Secretary Pete Buttigieg came to Detroit to announce in 2022.

The project, including the reconfiguration of the I-75 interchange, has been estimated to cost $425 million. It would see major construction in 2026-28 and completion in 2029, according to the latest plans.

I-375 and the effort to reimagine its next phase have been tied to the understanding that such highway projects and the urban renewal efforts they were connected with displaced many minority and immigrant communities across the country at a time in the last century when those communities’ concerns did not receive due consideration. MDOT says the purpose of the project is to create a safer road that can meet current design standards and improve connectivity in place of an aging highway that's six decades old.

Reimagining the roadway, which could free up substantial land for reuse or redevelopment in some fashion, carries the weight of trying to address the history of the area in a way that serves the community for years to come.

But Love, whose aunt had lived in Black Bottom and was pushed out, echoed what some critics contend, that history could be repeating itself in a sense, in the way the project is playing out.

He dismissed the notion that the project would reconnect a community.

“What community are you reconnecting? You’re severing an artery,” he said.

More: I-75 in Detroit could look much different in the coming years. Here's how

The need for a vision

Olga Stella, who has lived in Lafayette Park for 25 years and is part of the group leading the letter-writing campaign, said she can’t comment yet on whether the revisions are adequate because she hasn’t had an opportunity to “dig in.”

The idea behind the letter, which Stella said Friday is being finalized, was to let public officials know how concerned residents are with this project. She declined to specify how many people had signed the letter, but allowed that the group had exceeded its goal of 100 signatures.

“There’s a characterization that there’s a very small group of people who have concerns. That’s not the case,” she said.

MDOT's Loree, however, defended the process.

"The public engagement process is working. Through our Local Advisory Committee and our neighborhood meetings, we heard concerns and have addressed them through the design refinements. We are still early in the design process and look forward to continuous engagement that will help move the project forward," he said in a response sent to the Free Press.

Determining the land use for the area that is freed up from the project is another key part of what's ahead, a process that has yet to play out and will be led by the city. Numerous critics have said that process should have happened before design began.

“This is a project that will shape our city for the next 50 years in the same way that the original I-375 shaped the city up to this point. It’s very important that we get this right,” Stella said. “What should be driving this project is a vision.”

That vision, she said, has been lacking up to this point.

It’s also not clear to Stella or others how much of the project can be changed going forward despite what they've heard from MDOT.

Loree said in April that most of the design work remains ahead and that the department is “still in that mode where we can consider design changes.”

“We’re certainly open to looking at opportunities to add connections … to add mobility,” he said during the April public session.

MDOT will be looking at how the framework planning can feed the future design as well as “how we honor Black Bottom,” Paradise Valley and the history of those neighborhoods, he said.

Some changes, however, can’t be made, he said, pointing to those that would negatively affect safety and those that would affect adjacent properties.

More: Ford Road project would mean no left turns

'Cautiously happy, optimistic'

The changes to the roadway design are a welcome adjustment to some.

Todd Scott, executive director of the Detroit Greenways Coalition and a member of a local advisory committee for the project, said he was excited to see what MDOT had come up with, and his sense from a recent meeting was that some people believe MDOT is beginning to build trust and listen.

“I think it’s a big, big change. I’d say some people are cautiously happy, optimistic … (but) everyone’s not, ‘we’re done, high-fives,’” Scott said, noting that while there appears to be good biking connections downtown and to Eastern Market, he remains unclear on connections to Brush Park, for instance.

But the revisions would make a real difference to the impact of the roadway, he indicated.

“They were originally planning to build a Telegraph Road through downtown, and now they’re planning to build a Mack Avenue,” he said, highlighting the shift in view to a local road that is less challenging for vulnerable road users.

Eric Larson, CEO of the Downtown Detroit Partnership, said that most everyone feels that the reduction to six lanes is an improvement.

“Have we gone far enough? That’s the continuing consideration,” he said. “We are encouraged by the progress and the changes that were presented … we are continuing to work very closely with the community, MDOT and the city to look at further changes, further opportunities and additional ways to incorporate the community’s input and concerns.”

Larson said he’s encouraged that the “right conversations” are taking place now.

“All of us want to make the most of a transformative project,” he said, noting that it goes beyond the number of lanes to what the broader vision is for transportation and mobility.

DDP is getting support from The Kresge Foundation through a $1.85 million grant “to maximize the potential of the I-375 project and to ensure that residents and businesses are fully engaged in the process to bring the interstate to grade,” according to a statement from Jennifer Kulczycki, a spokeswoman for the foundation.

She noted that “we are also convening a reparative roundtable made up of community members from across the city to ensure that the project is responsive to (the) community and is as creative, restorative, aspirational and equitable as it can be.”

Contact Eric D. Lawrence: [email protected] . Become a subscriber . Submit a letter to the editor .

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This Seaside Hotel in India Is One of the Best in the World — With 2 Infinity Pools, an Ayurvedic Spa, and Gorgeous Views

This iconic beachside hotel is under new management, but return guests can still expect excellent service, great food, and a nourishing spa experience.

Prasad Ramamurthy is a former Condé Nast Traveller, India editor with over two decades of reporting experience. He enjoys telling stories about hospitality, food and drink, history, and culture. Having designed a craft-based clothing label, he's uniquely positioned to report on art, design, and the retail experience. 

• Food and Drink

Activities and Amenities

Accessibility and sustainability, how to get the most value out of your stay.

Courtesy of The Leela Kovalam, a Raviz Hotel

The Leela is back on the map in Kerala.

This iconic beachside hotel is now managed by Canadian asset management company Brookfield, meaning returning guests can again expect the service standards they've come to expect of The Leela, along with excellent food and beverage and a nourishing spa experience.

Apart from the signature Leela mother-of-pearl accents seen throughout, recent additions to the property are the four Kovalam Palace suites. Housed within a palace built for a queen of Travancore, these four suites are outfitted opulently. You could check in and never leave — and who could blame you?

The rooms to book, however, are those in The Club wing, a 56-key section within The Leela Kovalam with its own restaurant, library, plunge pool, and gymnasium. Access to these venues is limited to Club residents, which gives it a sense of seclusion. You’ll be thankful for it, especially when there’s a big fat Indian wedding taking up the rest of the 188-room hotel. But best of all, every room has butler service and a stunning sea view. With a good cocktail in hand, one can quite easily slip into vacation mode while watching the sunset from the balcony of their Club suite.

If The Leela’s location, atop a cliff in the seaside resort town of Kovalam in Kerala, doesn’t do the trick, its lush gardens, two infinity pools, excellent local cuisine, spot-on cocktails, and nourishing ayurvedic massages definitely will. And, let’s not forget the service — attentive and heartfelt. The Leela Kovalam is, in fact, a great getaway for families. There’s a host of activities for children and young adults to keep them occupied and give parents the vacation they paid for.

If there’s a bone to pick, it’s the dated look and feel of the rooms and suites in the oldest section of this sprawling hotel. Designed by the legendary Indian architect, the late Charles Correa, its form is part of architectural lore.

However, the dark wood-heavy interiors and the dark-still bathrooms are out of sync with the embracing effect of the rooms at The Club. The hotel, mind you, began life as a state-run entity 50 years ago. Over the years, it’s changed hands — from the family-run entity that was The Leela group to the Kerala-based chain Raviz Hotels and Resorts, which is now managed by the Brookfields-led version of The Leela.

Its history aside, there are still several pluses to checking in — read on for Travel + Leisure's full review of The Leela Kovalam.

The Leela Kovalam, a Raviz Hotel

• The Leela sits in a calm corner of the Kovalam seafront and is the only hotel on Grove Beach — with a stretch exclusive to its guests.
• The health-focused Aujasya menu at The Café, available only at breakfast, offers regional dishes such as pearl millet crepes from Andhra Pradesh and savory Bengal gram pancakes from Bihar.
• Kite flying, origami, treasure hunts, jewelry making, cooking, archery, snorkeling, scuba diving, beach volleyball, gardening — the activities on offer check virtually every age and interest box.

The most recent additions to the property are four opulent suites in the old palace built for a queen of Travancore, sitting right on top of the hill. Interestingly, each Kovalam Palace suite is named after a matriarch of the erstwhile ruling family. The rooms to book, though, are the airy, light-filled ones in The Club section of the hotel. They are contemporary in palette and come with spectacular sea views and butler service.

The largest chunk of the hotel’s inventory, the Premier Seaview Rooms, is in the oldest wing of the hotel. The aesthetic of these rooms is defined by dark wood interiors, which seem a bit dated, though some might consider them quaint, like those olden-day Kerala homes, and take a shine to them. The terraces attached to these rooms are great for breakfast and sundowner drinks. The manicured gardens surrounding the villas (on a separate parcel of land away from the rest of the hotel) offer abundant room for children to play.

(Irrespective of the category, my favorite part of The Leela is the in-room snack offering — Calicut halwa, plantain crips, sesame seed and jaggery balls, ginger-flavored candy, amongst other such treats.)

 Food and Drink

The Café at The Club and The Terrace, housed within the main property, serve an array of local, pan-Indian, and international fare. Greek salad, tom yum soup, lamb kebabs, Cajun spiced prawn tacos, grilled beef steak, Hyderabadi biryani, mutton mappas (a Kerala-style preparation in coconut milk), pepperoni pizza, wok-tossed Hakka noodles — you get the drift. For a more focused menu, head to The Tides, the beachside restaurant that skillfully plates up Asian-style seafood dishes alongside others.

Personally, I tend to order local fare — you know, when in Kerala and all that. Skip breakfast one day and order the Royal Travancore Thali or a traditional vegetarian sadya meal for lunch. Both consist of an array of dishes paired with rice indigenous to Kerala. While the former draws its roots from meals prepared in the royal kitchens of Travancore. The latter is served on festive occasions at homes across the state. For children, the menus feature evergreen hits: mac and cheese, loaded French fries, chicken nuggets, and fish fingers.

Never did anyone ever say two infinity pools are too much, especially when they both come with infinity sea views. There are also two state-of-the-art gymnasiums to help avoid post-vacation weight gain.

But the thing to write home about — or these days post about on social media — is the dizzying array of activities on offer. There are treasure hunts, face painting, arts and crafts, dance and swimming tutorials, and kite flying for kids. For young adults, there are archery, mocktail-making classes, mehendi design workshops, scuba diving, and snorkeling sessions, most of which are offered complimentary.

The one activity that even adults will enjoy is visiting the hotel’s two-acre vegetable and herb farm. Nearly 40 percent of the produce used in the kitchens comes from here. On a recent trip, I picked winged beans and moringa leaves, which the chefs then prepped into a satisfying lunch.

Another amenity I’ve truly come to appreciate is their neck-cradling pillows stuffed with spelt husks. It's just one of the many pillows on offer in the hotel’s pillow menu, including hypoallergenic bolsters, bacteria-resistant chimera pillows, and odor-resistant ‘smoker’ pillows.

The Ayurveda-focused spa is a big draw with repeat visitors, some of whom I’m told come for wellness programs that last upwards of three weeks. But even those staying for a few nights could benefit from the alternate healing therapies and massages on offer, such as abhyanga, a full body massage; netra sekam, aimed at improving eyesight; and pizhichil, which is said to improve blood circulation in the body. Those new to Ayurveda should know that this is a gender-specific system with separate areas for men and women.

All 188 rooms at the hotel have walk-in showers, but only two are up to ADA standards, with lowered light switches and roll-in facilities.

The closest attractions, such as the ancient Padmanabhaswamy temple, whose presiding deity is the Hindu god Vishnu, and the Chitralayam Palace Museum, which is dedicated to the history of the Travancore royals, are nine miles away in Thiruvananthapuram. If your time in Kerala is short, consider visiting the backwaters in Poovar, 10 miles from the hotel. You could also do a day-long cruise on picturesque Ashtamudi Lake on The Leela’s houseboat. Brackish water dolphins are often sighted where the lake empties into the Arabian Sea.

GHA Discovery members save up to 15 percent on bookings and additionally get up to seven percent back in Discovery Dollars on spends at the hotel.

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Pinedale Anticline Project Office Board of Directors to hold meeting May 14, 2024

Event coordinator, event dates, event description.

PINEDALE, Wyo. - The Pinedale Anticline Project Office Board of Directors will hold an in-person meeting on May 14, 2024, with a Zoom option. The Board will review and make decisions concerning overall budget and projects 2024. The meeting will take place from 1:00 p.m. to approximately 4:00 p.m. at Sublette County Library, 155 South Tyler Street, Pinedale, Wyoming.

The meeting is open to the public. For those not able to attend in-person, they can join via Zoom with the following information:

https://blm.zoomgov.com/j/1601462868?pwd=UDVLOGowaHgzR3B6Z0U3R3V2YmZndz09

Meeting ID: 160 146 2868

Passcode: 589662

Phone: 833 435 1820 US Toll-free

The meeting agenda for the PAPO Board can be found at  https://eplanning.blm.gov/eplanning-ui/project/77515/510 . For more information, please contact Amber Robbins at 307-367-5321 or  [email protected] .

Understanding the AXP: All About Project Management

By Destiny Johnson

The Architectural Experience Program® (AXP®) is an essential element on the path to licensure designed to provide candidates with the opportunity to gain and document real-world experience needed to become an architect. As you progress through the AXP, you’ll develop competency in architectural practice areas related to health, safety, and welfare.

The AXP identifies 96 key tasks you should be able to perform competently at the point of licensure and is designed to span the phases of an early career in architecture. The tasks are spread across six practice-based areas, aligning with an ARE 5.0 division, allowing you to connect your real-world experience to your exam preparation. In recent blogs, we covered everything there is to know about the AXP and one of the six practice areas, Practice Management. We’re covering another practice area to help you prepare successfully—Project Management.

Project Management is one of the six practice-based areas within the AXP, focusing on delivering projects that meet contractual requirements to prepare you to budget, coordinate, oversee, and execute a project.

Tasks in this area will help you evolve your skills and prepare you to take on larger responsibilities and opportunities with managing projects. While you may not be asked to manage a project early in your career, the smaller tasks outlined in this experience will begin to build the foundation for your future career.

Requirements

To complete Project Management, you’ll need to document 360 hours of experience completing the following tasks:

• Participate in pre-construction, pre-installation, and regular progress meetings with design team
• Determine design fee budget
• Coordinate design work of consultants
• Collaborate design with stakeholders during the design process to maintain design intent and comply with owner specifications
• Determine project schedule
• Coordinate design work of in-house team members
• Understand the implications of project delivery methods
• Prepare Architect-Consultant Agreement
• Prepare written communications related to design ideas, project documentation, and contracts
• Assist client in determining delivery method for construction of project
• Maintain compliance with established milestones
• Prepare Owner-Architect Agreement
• Assist the Owner in obtaining necessary permits and approvals
• Perform a constructability review to determine buildability, bid ability, and construction sequencing of a proposed project
• Conduct periodic progress meetings with the design and project team
• Establish methods for Architect-Client communication based on the project scope of work
• Identify changes in project scope that require additional services
• Manage modifications to the construction contract
• Manage information exchange during construction
• Perform constructability reviews throughout the design process
• Perform quality control reviews throughout the documentation process
• Define the roles and responsibilities of team members
• Determine the scope of services
• Manage project-specific bidding process
• Monitor the performance of design team consultants
• Evaluate the appropriateness of building information modeling (BIM) for a proposed project
• Present design concept to stakeholders
• Submit the schedule of the architect’s services to the Owner for each phase
• Resolve conflicts that may arise during the design and construction process
• Prepare staffing plan to meet project goals
• Manage implementation of sustainability criteria
• Assist client in selecting contractors

It is not uncommon for some of these tasks to occur later in your AXP experience. As you develop a plan to achieve all the tasks required in the AXP, it’s important to work with your supervisor and firm to create a plan for exposure to various opportunities. As you and your supervisor work together, check out the AXP Candidate and Supervisor Expectations document to establish shared expectations.

For more detailed information about the AXP and the six practice-based areas, check out the AXP Guidelines and our blog for the latest updates.

Related Blogs

Understanding the AXP: What You Need to Know About Practice Management

Tips for Starting the AXP

Beginner's Guide to NCARB's Architectural Experience Program (AXP)

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Oracle Primavera P6 and Unifier Achieve UK Cyber Essentials Accreditation

Achievement signifies Oracle’s proven ability to deliver secure project management systems

Demonstrating Oracle’s commitment to delivering secure, compliant systems, Oracle Primavera P6 SaaS has become the first construction and engineering project management and collaboration software to achieve Cyber Essentials and Cyber Essentials Plus accreditation in the UK. Oracle has also secured Cyber Essentials Plus accreditation for its capital program management and project controls solution, Oracle Primavera Unifier . These SaaS solutions are components of the Oracle Smart Construction platform and are built on the performance and security of Oracle Cloud Infrastructure (OCI).

The accreditations come from a scheme backed by the UK government that is certified by The Information Assurance for Small and Medium Enterprises Consortium . Cyber Essentials provides an assurance framework and security controls to protect information for agencies of any size against an array of cyber threats.

Oracle Primavera P6 SaaS connects office and field teams who plan and build physical assets and infrastructure projects. By uniting delivery teams around a single execution plan, the solution helps standardize best practices, identify and manage critical risk factors, and synchronize resources within and across engineering and construction projects. The applications are deployed in Oracle Cloud for UK Government and Defence , a sovereign, dedicated dual-region cloud that is distinct from Oracle’s commercial public cloud regions. Oracle Government Cloud regions are built specifically to support the regulatory, security, and compliance requirements of government operations.

“Oracle Primavera solutions help businesses and construction teams increase coordination, control, consistency, and compliance at every phase of a construction project,” said Mark Webster, senior vice president and general manager, Oracle Construction and Engineering. “This Cyber Essentials certification can give our clients peace of mind that we are always working to ensure they stay protected against the growing sophistication and frequency of severe threats.”

Primavera Unifier, meanwhile, can help companies improve their forecasting accuracy, contract administration, cash flow control, and cost and funding management by implementing a companywide project- and portfolio-level system built to connect interdependent functions such as funding, budgeting, contracts, procurement, and change management. With robust cost controls and schedule milestone tracking, Primavera Unifier supports advanced capital planning, project execution, cross-project oversight, and asset management.

Learn more about Oracle Construction and Engineering solutions and their commitment to security.

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About Oracle Construction and Engineering

Asset owners and project leaders rely on Oracle Construction and Engineering solutions for the visibility and control, connected supply chain, and data security needed to drive performance and mitigate risk across their processes, projects, and organization. Our scalable cloud construction management software solutions enable digital transformation for teams that plan, build, and operate critical assets, improving efficiency, collaboration, and change control across the project lifecycle. www.oracle.com/construction-and-engineering .

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