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This post is dedicated to sharing professional experiences where you worked as a team to overcome a challenge or achieve a goal. The aim is to create a collection of rewarding stories, learn valuable lessons and strengthen our team spirit. Telling your stories will help us understand the dynamics of group work and develop essential skills.


1. Think about a past experience


2.  Write your story


3. Post it here


4. Interact


Why post your story?


  • Mutual Learning : Each story is a learning opportunity for the whole community. 
  • Team Building : Sharing experiences strengthens the bonds between members and enriches our team spirit. 
  • Personal Development : Reflecting and writing about your past experiences helps you to better understand and value your own skills.

Feel free to be creative and authentic in your stories!


We look forward to reading your stories and learning from your experiences!

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Work team experience 

I was working at P&G. The date, about 2013, march. My role was the SAP SD Key User. I think it was my third or fourth project to manage, but the first one with this importance and impact over the company. The Peruvian taxes administration decided to turn into electronic invoice and they start for the big contributors, so we were in the first group to change, with a deadline: August 15, 2013. 

The first meeting was like an emergency room, led by the Taxes area and it was like, we do not know what to do, but we need help. So we start to understand all needs, times, details for us and for the clients, specific requirements and more. After that, more about our impact like an area who owns the invoice process and the customer management. Also the timing, because P&G being an american company, has its sales year end in June. So we tried to map all these things and particularities to the next chapters in this adventure. 

We start to have weekly meetings with the technical project team to give all requests and details and have a response about the delivery time, which we need to match with the state deadline. 

After some time, the leadership team decided to postpone the User Acceptance Test to July considering the close of the Sales Year in June, but that gave us only one month and a half to complete in a successful way all the process and put it into production ambient. 

When we started we already had an anxious technical (Abapers) team who needed our feedback and a new method, for the year, to put all in place: Agile. In the two following weeks we had too many discussions, errors, delays and more that the company asked for a meeting because we were close to failing the deadline and were in a place to receive a fine from the Peruvian state. 

After the meeting, we listed so many aspects and details that were a surprise for all, and the basics were related to not a fluid and continuous communication space.  

After a last meeting, some attitude changes and additions in the team and, a compromise from all to get into success to this project, we focus on having all ready and complete the internal processes before the deadline. 

The result was a smooth transition to electronic invoice platform, 100% positive validations by peruvian taxes, no impact to customers or their systems.

Personally, I acquired experience about always being open with information, the importance of communication and also when it needs to be provided, the importance of having the right team of developers and dates importances too. For the team, in some cases it was good, because we developed more positive relations. In other cases, at least we knew after that experience how we work together and our weaknesses and strengths, for next projects. 

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An example from a previous company I worked for: I was in a financial analyst role.

Introduction

Our team was tasked with launching a new LED sales initiative at Company B in Germany, leveraging the expertise and products from our parent company, Company A, in China. The goal was to diversify our product line and tap into the growing market for energy-efficient lighting solutions. The initial plan was well-defined, with a clear vision and a detailed strategy. However, as we began implementing the project, we encountered unexpected technical and regulatory challenges that significantly increased our costs. The key challenge was to manage these additional expenses without exceeding our allocated budget.

Development

Our team comprised a project manager, four engineers, a product designer, and a financial analyst. As the project progressed, the financial analyst (I) highlighted the escalating costs due to unforeseen regulatory compliance requirements and customization needs for the LED lights. The project manager, L, convened an emergency meeting to address these budgetary concerns. The atmosphere was tense as each team member brought their unique perspectives to the table:

L (Project Manager): Focused on meeting the project deadline without compromising the quality of the LED lights.

I (the financial analyst) stressed the importance of staying within budget to avoid putting the company under financial strain.

Engineers A, B, C, D and Designer E: Needed additional resources to meet the LED lights' technical specifications and regulatory requirements.

We adopted a transparent and collaborative approach to resolve the conflict.

L encouraged open communication, ensuring everyone's concerns and suggestions were heard. We collectively brainstormed solutions and implemented the following strategies:

Re-prioritization: L, Engineers Team, and E reviewed the project scope and identified non-essential LED light features that could be postponed to future product iterations. For example, advanced dimming capabilities and smart home integration were deemed non-essential for the initial launch and could be added in future updates. This adjustment allowed us to focus on the core functionalities and meet immediate market demands. It also saves initial R&D funds by avoiding the higher EU technical standards that must be met.

Resource Reallocation: L temporarily reassigned some team members to focus on critical tasks impacting the project's progress and optimizing our workforce. For instance, two engineers, C and D, worked on the advanced features and were reassigned to ensure compliance with local regulatory standards and complete essential performance testing. This workforce optimization ensured that we met the critical milestones on time.

Cost-saving Measures: L proposed several measures, such as negotiating better rates with our inner supplier and exploring cost-effective manufacturing processes. We contacted multiple suppliers, including outsiders, to obtain competitive quotes and secure a bulk discount from our primary inner supplier. Additionally, we streamlined our logistic process by partnering with a local overseas warehouse, reducing customs clearance time and shipping costs.

Through regular check-ins and updates, we monitored our progress and adjusted our strategies as needed. The collaborative effort helped us manage the budget effectively and strengthened our team's cohesion.

Conclusion

Ultimately, we successfully launched the LED lights on time and within the revised budget. The project's success was a testament to our team's ability to navigate conflicts and find innovative solutions under pressure.

Learning

From this experience, I learned several valuable lessons:

Effective Communication: Open and transparent communication is crucial in resolving conflicts and making informed decisions.

Flexibility and Adaptability: Being open to change and well-being and willing to adjust plans as needed can help overcome unforeseen challenges.

Collaborative Problem-solving: Leveraging diverse perspectives and expertise within a team leads to more robust solutions.

This experience significantly impacted my approach to teamwork. I now prioritize clear communication. These skills have been instrumental in my professional growth and the successful completion of subsequent projects.

 



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