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Olivia Aura

O

Interviewee

44 Engineer

Team Disadvantages

Project Outcome

Control

Industry

Medical

Location

Chicago

Team Risk Tolerance

Team Dynamics

TeamDynamics_FunandProductive

Company

Olivia Aura


Then the electrical engineer, Dave, was doingmething he would leave it for me so that I could make sure that I can get the electronics in the base. We got a couple models from Image, I think, Taiwan that come apart that we could put the electronics in, the LED in so that we could actually see the unit. So, I had to make sure that those fit inside that as well. So, Dave was always very responsive as far as, "Hey, I need this bit of electronics to make sure it fits in the unit. I need this for the charging." And so he was always right there getting either information or the actual stuff to me so that I could make sure it all fits. [3166]
No, I mean the designer came down. He's a great guy, Marty, and he had a design, and I was telling him we were talking about the pros and cons of the design. And we ended up designing something a little different. So, he allowed me to change the design, which means he trusts me. Then the electrical engineer, Dave, was doing the stuff. That was good, too because he'd come down and as soon as he had something he would leave it for me so that I could make sure that I can get the electronics in the base. We got a couple models from Image, I think, Taiwan that come apart that we could put the electronics in, the LED in so that we could actually see the unit. So, I had to make sure that those fit inside that as well. So, Dave was always very responsive as far as, "Hey, I need this bit of electronics to make sure it fits in the unit. I need this for the charging." And so he was always right there getting either information or the actual stuff to me so that I could make sure it all fits. So, the biggest challenge of this part of the project was just getting it all to fit inside the package that we have. [3176],[3175]
No, I mean the designer came down. He's a great guy, Marty, and he had a design, and I was telling him we were talking about the pros and cons of the design. And we ended up designing something a little different. So, he allowed me to change the design, which means he trusts me. Then the electrical engineer, Dave, was doingmething he would leave it for me so that I could make sure that I can get the electronics in the base. We got a couple models from Image, I think, Taiwan that come apart that we could put the electronics in, the LED in so that we could actually see the unit. So, I had to make sure that those fit inside that as well. So, Dave was always very responsive as far as, "Hey, I need this bit of electronics to make sure it fits in the unit. I need this for the charging." And so he was always right there getting either information or the actual stuff to me so that I could make sure it all fits. So, the biggest challenge of this part of the project was just getting it all to fit inside the package that we have. the stuff. That was good, too because he'd come down and as soon as he had so [3164],[3165]
And then the other nice thing was that my wife was sick over the weekend through Monday, so I missed Monday and it had to leave today. So, yes, there's a lot of tension, but it wasn't out of control, and we were still able to get it done, which means that they trusted me to get my job done even though I had other things that came up. [3168]
So, it was a very short, stressful project, but I think it worked out pretty well. [3167]
trusted me to get my job done even though I had other things that came up. [3169]
And the project lead, Travis, he's very busy. It's a huge project. I didn't really have any interaction with him, not that I really needed to because he delegated the design to Marty, and Marty came down and got ... So, I would say that was a very wise, smart thing because you're just wasting and overlapping other people's experience and expertise by trying to micromanage the whole project. You just say, "Look, I need these electronics done for this. We agree on this, you need to design this, need electronics. You need to talk to ID. Make sure the things fit together. Go talk to John, make sure he can get this stuff to fit in there. Make sure the deadline can be done on time." And that's all done even without conversations like that because it's like well, Marty would automatically come down and talk to be about it, show me, and ask me what I thought, and get feedback. And Dave did the same thing. [3172]
. And the project lead, Travis, he's very busy. It's a huge project. I didn't really have any interaction with him, not that I really needed to because he delegated the design to Marty, and Marty came down and got ... So, I would say that was a very wise, smart thing because you're just wasting and overlapping other people's experience and expertise by trying to micromanage the whole project. You just say, "Look, I need these electronics done for this. We agree on this, you need to design this, need electronics. You need to talk to ID. Make sure the things fit together. Go talk to John, make sure he can get this stuff to fit in there. Make sure the deadline can be done on time." And that's all done even without conversations like that because it's like well, Marty would automatically come down and talk to be about it, show me, and ask me what I thought, and get feedback. And Dave did the same thing. [3171]
It was just ... Okay, well I would say communication as far as understanding when it had to be done, deadline. That was a little cloudy because I heard a couple different answers. When I first started working on it there was no deadline, and then all of a sudden it was Thursday, and then it was Wednesday, and then it was Wednesday by 11:30. And then ... But I guess it didn't [3170]
Make sure the deadline can be done on time." And that's all done even without conversations like that because it's like well, Marty would automatically come down and talk to be about it, show me, and ask me what I thought, and get feedback. And Dave did the same thing. [3178]
Okay, well I would say communication as far as understanding when it had to be done, deadline. That was a little cloudy because I heard a couple different answers. [3177]
Deadline really was the only sketchy thing. I'd been nice to know a little bit more, but [crosstalk 00:42:19]- [3173]
Even if I'm not going to build it I can give you an idea as to what I think might be necessary, and then be able to give some timeframes. Now, there are some project leaders that do that. They'll go, "Hey, really quick, we don't really know, but this is the project. It's an eight week project. We're thinking of having some things buildable by the fourth week. How long do you think it's going to take? How much money do you think it's going to take? Do you even think this is a smart thing to build?" And I can have a quick discussion. [3179]
Even if I'm not going to build it I can give you an idea as to what I think might be necessary, and then be able to give some timeframes. Now, there are some project leaders that do that. They'll go, "Hey, really quick, we don't really know, but this is the project. It's an eight week project. We're thinking of having some things buildable by the fourth week. How long do you think it's going to take? How much money do you think it's going to take? Do you even think this is a smart thing to build?" And I can have a quick discussion. I think those projects usually ... I don't like bidding stuff, but I can do it there smoother because even if I don't do it at least we have a budget and timeframe as far as sending off to someone else. [3174]
Reference Tags
[3166] Communicating ideas across domains,[3176] Communicating ideas across domains,[3175] Organizing effectively,[3164] Organizing effectively,[3165] Promote autonomy & sense of ownership,[3168] Balanced workload pressure,[3167] Resilience,[3169] Promote autonomy & sense of ownership,[3172] Decisive leadership,[3171] Organizing effectively,[3170] Planning fallacy,[3178] Communicating ideas across domains,[3177] Vague goals,[3173] Planning fallacy,[3179] Communicating ideas across domains,[3174] Planning fallacy

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