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i think about my audience and what i want them to learn from the conversation so we can arrive at the right co-constructed decision. tha tmeans i communicate in the tone thats strongest for me, first, then adapted in voice for my particular colleagues. im consistent, but then meet them where they are or in the way theyre most likely to engage.

I try to understand their point of view and be open to new ideas. If I listen without being defensive I know  the other party will also listen. That way we can take the best idea from both and come up with great solution.

I was working with 5 customers at once, and had to focus on those activities where I could make a difference, make the most impact, that I could not delegate, and where I could balance with other priorities - in order to do that, I measured the priority of the tasks by the cost of delay, in other words, the impact of not doing them at that time. Then, with more clarity about the priorities, I thought which ones I could delegate to other team members, and if that made sense, with the required support and guidance from my side. Working as a team and not trying to get everything done yourself is key in the long term with multiple, competing priorities. Then, organizing my time well in short, focused timeslots for the most important tasks, made a difference.

In my early days as Program Manager, I managed a project for one of our main customers. This project consisted in a touch screen device to control a Large format printer for HP. The project had a very tight schedule and I promised to deliver the first EVT units in a certain date.

T: As PM, it was my responsibility to coordinate a cross-functional team to deliver the program on time, within budget, and in line with the scope agreed with our customer.

A: When I started to dive deep into the project and analyze the technical details, I realized that meeting the original delivery timeline was not feasible. So, I immediately met the core team to develop a new and realistic schedule to mitigate the issue. To ensure better alignment, I implemented daily opening and closing meetings with the team to monitor activities and prevent task duplication between cross-functional teams. Two key factors contributed to the milestone delay: a delay in component deliveries and one mistake on my part—I didn’t include in my schedule the LT for one of the Reliability tests required by Engineering before the Ok2ship milestone.

R: I highlighted the issue to my manager and shared with him the root cause of the problem and the new plan. Then, we reached the customer together to explain the situation and kept working together on the new committed schedule.

This experience taught me valuable lessons. Now, I always build buffer time into my project schedules and work more closely with core team members to anticipate potential risks. However, the most important lesson I learned was the value of honesty and proactive communication—raising concerns early is crucial to success.

S（Situation）：在2024年9月底，我所在团队灰度上线了一个重要新功能。上线不久后，我们注意到产品的 NPS 分数出现了明显下滑。我的老板非常担心这个变化是由我们新功能引起的，因此建议我们暂停功能的进一步上线。

T（Task）：考虑到我们灰度期间已经收到不少正向的用户反馈和行为数据，我担心贸然暂停功能会影响节奏，并可能误判问题根源。我希望找出 NPS 下滑的真正原因，并用更稳妥的方式推进问题解决。

A（Action）：我首先分析了 NPS 下滑的时间节点，发现其发生在我们功能上线之前。结合用户评价存在滞后性的特点，我判断两者未必直接相关。随后我深入分析了近期的低分评价和客服 ticket，发现主要问题集中在打印出错、页面崩溃等历史遗留的功能性 bug。
我将这些发现整理成文档分享给老板，建议我们先优先修复这些问题，并继续观察 NPS 变化。同时，我也请他指出是否存在新功能相关的反馈痛点，以便一并跟进优化。我们快速完成了 hotfix，并验证后上线。

R（Result）：两周内，NPS 分数从 xx 回升到 xx（如能填具体更好），我们功能也顺利推进至全量发布，后续使用量增长了 xx%。老板也认可了我们以数据驱动决策的方式，对我在这件事中的判断力和推进力给予了肯定。

When I joined my new team , I took lead on a new project which was complex in nature, had many unknowns and our team had to work on new framework, techstack, data models. The team was following agile methodology and will start with the work in first sprint. there was no concept of zero sprint or story grooming prior to the start of first sprint.

with the existing approach I envisioned some issues:

1. Because the number of unknown were high, the chances of doing wrong estimations for development were high.

2. There were high chances that the prioritisation is not right and we might have to revisit the features again and again.

3.  We might find out about unknowns while we are in the development process and that might cause delays.

To overcome these issues, I suggested some changes in our approach:

1. Increase the planning for one more release cycle and group the features as now, next and later.

2. For the features planned in the now group , prioritise them for the next release and complete the research and PRDs for them one sprint early. That means dev and QA will have 2 weeks extra to go through the stories, find out the dependencies and share the feedback. This helped in identifying if we need POCs for any feature or we can right away start developing them. Or if further modularisation is required.

3. I suggested to track the features related to new project in a different group, because to begin with the pace of the delivery will be slow.

When we begin, we took one complete release only in the RnD and understanding the new framework and doing small POCs to validate our understanding.

From second release, when we as a team were ready with good understanding on the expectations and other tech dependencies we started delivering and we could complete 2 full flows from end to end.

We had very less amount of spillover and could complete almost everything in the backlog, which was a big issue in earlier releases.