Write a short explanation to answer these questions (in relation to construction companies).

4. The SILO mentality, defined in the concerns trajectory of Project Managers, is a mindset present when certain departments or sectors do not wish to share information with others in the same project. This type of mentality will reduce efficiency in the overall operation, reduce morale, and may contribute to the demise of a productive company. Aside from these, the whole team spend a lot of time on things that are not linked to the company's most important strategic objectives. They may not even know that their efforts are disconnected. As the prime mover of actionable thoughts being the Project manager, at where you are going to handle the situation and eventually transform the organization? 5. Transformation is the taking of an enterprise from its current state to an envisioned future state. It is a process that requires a significant change in mindset, the adoption of holistic view and execution to achieve the intended transformational goals and objectives. It requires that you know the enterprise. You have to take a step back and look at the big picture. You need to gain a deep understanding of where things stand. What are your strategic objectives? 6. One of the Project Management core concerns is to maintain the metrics at the heart of people's daily work lives. The objective and quantified data or information that the enterprise collects are intended to support decision making. These are part of the larger process flow that includes reduction in costs and cycle times in manufacturing line or construction process. These metrics are attributed share insights into processes, resources, and other aspects implying that had been part of figuring out analytically where things stand. How will you set these metrics in a larger context and fit with your vision of the future of the enterprise? 4. The SILO mentality, defined in the concerns trajectory of Project Managers, is a mindset present when certain departments or sectors do not wish to share information with others in the same project. This type of mentality will reduce efficiency in the overall operation, reduce morale, and may contribute to the demise of a productive company. Aside from these, the whole team spend a lot of time on things that are not linked to the company's most important strategic objectives. They may not even know that their efforts are disconnected. As the prime mover of actionable thoughts being the Project manager, at where you are going to handle the situation and eventually transform the organization? 5. Transformation is the taking of an enterprise from its current state to an envisioned future state. It is a process that requires a significant change in mindset, the adoption of holistic view and execution to achieve the intended transformational goals and objectives. It requires that you know the enterprise. You have to take a step back and look at the big picture. You need to gain a deep understanding of where things stand. What are your strategic objectives? 6. One of the Project Management core concerns is to maintain the metrics at the heart of people's daily work lives. The objective and quantified data or information that the enterprise collects are intended to support decision making. These are part of the larger process flow that includes reduction in costs and cycle times in manufacturing line or construction process. These metrics are attributed share insights into processes, resources, and other aspects implying that had been part of figuring out analytically where things stand. How will you set these metrics in a larger context and fit with your vision of the future of the enterprise