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Earning the trust of a team is essential for effective collaboration and success. I approach this by:

1. Being Transparent: I prioritize open communication and honesty. For instance, during a project update meeting, I openly shared the challenges we were facing, which helped build trust among team members as they felt informed and included in the process.

2. Listening Actively: I make a conscious effort to listen to my team members’ ideas and concerns. When a colleague proposed a new strategy, I encouraged discussion and incorporated their feedback into our plans, demonstrating that I value their input.

3. Following Through on Commitments: I ensure that I meet deadlines and deliver on my promises. For example, when I noticed our team was at risk of missing a deadline on a key project, I took the initiative to reorganize our workflow, delegate tasks more effectively, and set up short check-in meetings. This allowed us to complete the project on time, reinforcing my reliability to the team.

4. Showing Empathy: I take the time to understand the individual needs and motivations of my team members. By being supportive during high-pressure times and recognizing their personal challenges, I create a safe space for open communication.

5. Encouraging Collaboration: I foster a team-oriented culture by celebrating collective achievements. After we completed a project successfully, I organized a small team celebration to recognize everyone’s contributions and strengthen our bond.

6. Being Approachable: I maintain an open-door policy, inviting team members to share their thoughts or concerns. This accessibility helps establish a friendly atmosphere where everyone feels comfortable engaging with me.

By implementing these strategies and sharing specific examples, I build a foundation of trust that strengthens team dynamics and enhances overall performance."

Knowing the history of a project is good but not a requirement to successfully deliver a project. The way to estimate the expected work, would be to understand what is the business problem and then understand who are the various stakeholders responsible for delivering the project. Here are a few bullet points:

1) Having a clear understanding of the business need:

· I once organized a session where we clarified ambiguous requirements, which reduced delays caused by misaligned expectations.

2) Are the business requirements completed?

· I’ve worked on projects where siloed communication created bottlenecks, so I established cross-functional syncs to break down barriers and complete the business requirements.

3) What tools are being used to track the project delivery? Jira, Azure DevOps etc?

· I kept on-going discussions with the lead scrum master to identify what types of meaningful dashboards would help us be transparent on the progress of the project.

4) Are the technical requirements signed off on?

5) How many stakeholders are assigned to the project? Both on the business and technical side?

6) Any on-going risks being tracked?

· There was a time when I flagged an issue with the data that would have become a significant blocker later on, but identifying it early led to active remediation steps.

7) When is the expected delivery?

8) List out all the tasks that are necessary to complete the project and expected timelines for each task.

· This step helped me in a project where there were tight deadlines and the project was complex with multiple unknowns. Having a tracker helped the team stay on track.

9) incorporate any existing blockers into the timeline as a risk table to assess how much work is required and when it is likely to be delivered.

I was once tasked with a project as a business analyst which had several business analysts who had worked on the project in the past leading to unsuccessful attempts in product delivery. When i was tasked to the project i started by meeting with people and understanding what was required for the project to complete. After a long series of meetings and understanding of what work is entailed and getting all my questions answered by the stakeholders and getting required sign off, I was able to ship the project.