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i was head of events in a student activity called aces and it was a magnificent experience as i gathered a team wich i chose by myself and my partner as they all were hardworkers and creative thinkers of course we had some trouble with them as some of them were being lazy about doing there tasks or procranstinating but we were able to motivate them each time so they would give their best

Problem: company-wide focus shift came with the layoff. Instead of global expansion, the company steer towards operation efficiency. My team need to drop projects for expansion and aggressively prioritize cost reduction projects. Action: I was invited to a meeting with eng and product leaders to fully understand the reason and new goals for the shift; I also made sure I understood how the new priorities aligned with the company’s plan to success. Then for each sub-team owning a sub-area, I explained the company’s plan to success under the new macro economy, new strategy of operating with efficiency and impact on the team’s roadmap. I had 1-1s with eng to make sure they bought into the new vision and plan. Some eng had doubts in some of the new operational goals - for doubts on technical goals I had deep dive sessions with engineers to assure them that the goals are realistic and reasonable; for doubts on company’s mission I explained to them that the realignment is just a temporary set up and that focusing on operation efficiency in short term would better prepare us for the company’s vision in the long run. I also shared the new focus for other teams and how they fit into the company’s new plan to success along with our teams’. Results: the team was in general aligned on the new vision, some even said that it made more sense than the previous one; the team switched gear to execute the refined project roadmap within 2 weeks.

Success could be measured in multiple different factors. An engineer or a resource would be performing very well in the team, stupendous technically but their relationship with the team should also be desirable. They should be open to collaborate, have good relationship, trust with the team, help cross functional team for collaborating with multiple business teams. Should be able to understand the problem providing right solution at right time, mentoring others in the team and always posses the ability to communicate with at most clarity. 

All of this is a 360 degree feedback that one could be considered successful working in an organisation.

I was working on a large scale program that had integration points with Lab and external 3rd party team . We were following a strict timelines and had intially aligned on end to end delivery and various cross coordination effort . since we were dealing with major cross coordination feed files for further processing from 3rd party team we had highlighted the risk to the leadership team but didn't receive a strong follow up on the risk and commitment from the 3rd party organization on the delivery date . This caused us to miss the go live date had to delay . However going forward we had frequent checkpoint calls and also as a backup for testing effort we build mockster and service virutalisation for testing effort so that we can mock the service behavior of the feeds and data that we were supposed to receive from 3rd party team and moved ahead in our schedule .Therefore for all major delivery and critical delivery of the product we assumed variability and defined on the process of backup scenario in case we encounter Andy hurdles / risk