Describe a major problem or setback in a project of yours and how did you overcome it?

Question

Anonymous · Accepted Answer

In a recent project, I led a collaborative effort with a test team and Customer
team of releasing latest feature support document. We encountered a disagreement
about the feature mapping support shared by our test team with my leads and used
by our respective global teams. The other lead on the test team on the project
preferred their team's existing standards, while I believed aligning with our
project's standards would improve consistency and ease collaboration across both
teams. To resolve the disagreement, I scheduled a meeting with global teams to
discuss the situation and understand the reasoning behind each team's preferred
approach. During the meeting, I emphasized the importance of standards for
maintaining quality and meeting the deadline to release customer timeline of
this the project. We collaboratively reviewed both sets of standards and merged
the best practices from each to create a unified set of guidelines for the
project. This process involved actively listening to the other engineer's
perspective and respectful dialogue between the teams. By reaching a consensus
on the unified agreement, we were able to enhance collaboration and improve
quality across the entire project. This experience highlighted the significance
of effective communication while working with remote teams and managing
cross-cultural differences

Anonymous · Answer

The software supply chain security improvements for Dart  & Flutter required
generating a signed bill of materials for every artifact shipped to final users.
Even though the complexity of the implementation relied on proper isolation of
the build process from the process of collecting the bill of materials and
providing a remote signed workflow a setback came from the most unexpected
place.
The project to protect the software supply chain was already completed and the
final step in the release workflow of the feature required publishing a public
key so that the final customer could validate the signature. However, being the
first Google open source project implementing a software supply chain I didn’t
account for the complexity of releasing the public key associated with the
Google signing key. Solving this problem required a lot of negotiation with
security teams at the Google organization level.
It was frustrating that everything else was completed and the only thing missing
was releasing a key. However because the processes associated with that key was
making Google accountable for the artifacts signed with the associated private
key. The security and legal teams wanted to be extra careful before releasing
it. I had to provide documentation and support for a few extra audits before the
key was finally released after a couple of months of negotiations and
collaboration with security and legal teams.

Anonymous · Answer

in one of my most recent projects I was in charge or executing a reconciliation
tool um to be sold as a service to uh a finserve company uh . what it basically
entailed was ingesting their statements both internal Ledger and their bank
statements the ones are true the true position of the money and the internal
ledgers are true the true position of the transactions that went through them
and reconciling those two data sets to make sure that they internal record
matches the actual money that moved um in the bank as evidence by the bank
statements the easy part was getting very reconciliation set up in the system
was getting requirements for the customer doing the setup internally testing
internally testing with the customer the hurdle came when we were ready to go
live um and because of the nature of the tool it's a reconciliation too they
reconciliation officers on the ground on the client side this mobile Money
network or fighting the tool mostly because the kind of problem were coming into
fix with our solution is the exact kind of loophole they've been benefiting from
and so there was a lot of Sabotage internally just because they don't want this
new to that comes into Close out all the loops they used to um still from or
loot from so what we ended up doing was um getting the rights they called as in
the room first of all just because they're eating at this level but there are
not stealing from every level in the organization right the two is being brought
in from the very highest level um to be executed at this reconciliation level
but it's coming in from leadership so it was together so the biggest challenge
we had was that very constellation officers would say this tool is not working
they feed it with incorrect data so that then the result were incorrect but
would we ended up doing well because we know and and our system creates whatever
leaves having clear or detail of what's been done what's not been done with able
to show for every problem they raiseed that it was a data problem and so moving
forward would we did was create a hyper care period for about 14 days where we
the provider would work very closely with the reconciliation team the upload
their files and then we do a review together every single day and we make sure
one they know how to use the system too they are uploading the right sets of
data free we have the same set of results right when not saying on our side that
the system works well and then on their side the saying the system didn't work
for them we have the right set of result them to throw the line and and just do
their part uh was supposed to and at the end of it we ended up with a system
that was ready to go live at the end of the hyper care period I did the hypocare
report for each of those two weeks to weeks and at the end we will show the
system consistently every day and there's been no issues um and that's how we
will to deal with the adoption problem that was coming in um that was about to
stall our project from going live

Anonymous · Answer

Due to Government Regulatory changes, we had to collect GST from the domestic
learners who were earlier bypassing it if they are enrolled for an intl Non-GST
program.
The ticket size being $3000 and the learner base of 10000.
Now communicating this regulatory change becomes a reputation risk as well as
revenue risk for the company as the learners were already promised a fees before
enrolling for the program and it might come across to them as we are demanding
more money than promised.
I took the onus to fetch the data of all domestic learners and coordinated with
other operations team members to inform the learners about the regulatory
changes and that they have to comply to it by paying the entire fees before the
end of 30th Sep failing which they will have to pay 18% GST additional on their
fees.
I was able to recover 90% of the payments from the learners through constant
communication, rigorous follow-ups and maintaining data.

Anonymous · Answer

-            During verification phase of the VEM algorithm feature for
Trailers, we encountered a scenario where adding a stop during active navigation
will impact the estimated arrival battery and learning of algorithm wrongly.
This discovery was close to its release, and it will impact the collection of
success KPI metrics. To understand the problem and its impact I worked with
System engineer and development team. The resolution for this issue would
require major change in the app from our partners and their timeline to delivery
it would after the release of the feature to customer. Given the complexity of
the issue and fix delivery was dependent on the external partner, I collaborated
with cross functional team to implement a solution for this problem. I scheduled
the meeting with the team to explain the problem statement, understand the
proposed implementation and estimate the delivery of solution. With all this
information, I created the mitigation plan and proposed it to the stakeholders.
The plan involved releasing the feature with known issues, timeline from cross
functional team to delivery a service and development to utilize it and fix the
issue and QA verification. After the getting approval from stakeholder I
implemented the plan and delivered the feature to dedicated group. This way I
was able to meet the deadline of delivery of the feature to customer with 90%
confidence in gaining the customer experience.

Anonymous · Answer

During verification phase of the VEM algorithm feature for Trailers, one of the
scenario where adding a stop will impact the estimated arrival battery. This
discovery was close to its release and it will impact the collection of success
KPI metrics. I worked with System engineer and development team to understand
the impact of this issue and timeframe of delivering a fix for it. Given the
complexity of the issue and fix delivery was dependent on the external partner
which would not make it in time for the release. I collaborated with cross
functional team to implement a solution for this problem. To meet the
stakeholders timeline to release this feature to dedicated group of riders for
collection of success KPI, I created a mitigation plan. The plan involved
releasing the feature with known issues, timeline from cross functional team to
delivery a service and development to utilize and provide the fix for the issue
and QA verification. After the getting approval from stakeholder I implemented
the plan and delivered the feature to dedicated group. This way I was able to
meet the deadline of delivery of the feature to customer with 90% confidence in
gaining the customer experience.

Anonymous · Answer

As a TPM, I was working on understanding and defining the KPI for a program with
the leadership. I was new and this program fell under my purview but before
indulging into it, I wanted to understand the scope and what would success look
like to this program, so I had set up a call with leadership on understanding
the success metrics for the program. And soon we all realized there was no
defined success metrics or any pre-identified metrics as such for this program.
I brought up the data, like before I took up this program how the data like from
what resources the data was collected and who all had visibility. It turned out
the visibility to the leadership was less and also data was not accurate as it
was coming from Jira. I suggested that instead of a manual sync of data from a
third party software why don't we automate this like a cronjob that runs
everyday at some time of the day and leadership agreed as I mentioned I would
take this data and build a dashboard clearly stating who was the org leader and
what was the current status of the project and what's the ETA and if there was
any initial review on design conducted then what was the major AI and what
actions were taken, who was the lead engineer and who were the engineers who
reviewed this design. I planned on automating this, by identifying the right
resources and keeping leadership aligned on timelines. As this was automating
and interacting with API endpoints of third party software it needed a security
review, which we had missed in our initial planning. So whatever team had worked
on I mentioned it was a POC to back the security discussion and single handedly
handled the security review - collecting all the relevant data and documenting
whatever the team was working on and the review went through - I made sure this
did not block the development or took developer's bandwidth. Now we had the data
integrated from a third party software to our internal database and I built a
dashboard on top of it for leadership for quick glance on knowing what projects
are in progress, approved or blocked and if blocked then why and who is working
on getting it resolved. This became a central dashboard where Org-wide leaders
started using this dashboard - also it was real time as data refreshed whenever
there was a change on the Jira.

Anonymous · Answer

At Centercard, I was leading a team of DevOps team - being a startup we had to
make some choice due to budgetry constraints. I had to choose between Hosted ELK
or hosting our own ELK on EKS. Initially it sould be a good idea to go with EKS
option as It would enable us to save around 30% as opposed to Hosted ELK based
on our calculation at the time. Team went ahead and deployed and for a while it
worked, before going to prod. while doing load testing there was an update to
our K8 cluster causing ELK to go down, it took DevOps team sometime to figure
out the root cause. This caused dealy in the project, I had to revert course and
go with Hosted ELK as at that time, I realized my team was not prepared any
downtime in production. In the end the migration was smooth and we did not have
any customer impact, apart from the slight delay in the release. Lesson I leant
is that I should be able to access strenght and areas of improvement for my team
and play to their strength.

Anonymous · Answer

In one of my program, QA had identified more integration issues at the last
minute. This became a risk for delivering the project as planned. To handle
them, i had proposed the stakeholders by asking the devs to test the bug fixes
with the help of testcases return by QA and get them reviewed from lead QA. BY
doing this, we were able to deliver the project on time as planned

Anonymous · Answer

In my latest opportunity, we had a setup in rollout Lot Control. The setback
came as noncooperation from the business due to failure to involve the business
at the start of the project.We overcome that by presenting to the business the
objective and value addition to the business in executing the project with their
OKRs. we also highlighted what is the help required from the business and their
responsibilities in moving the project further.

Describe a major problem or setback in a project of yours and how did you overcome it?

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