Ownership!

Situation:

in a previous role as a junior software developer, i was responsible to adjust the builtin theme to the customer requirement better to say to design that i got from the design team. at the end of the project, our college from the design team who was responsible for the content to migrate the old content fo the site to the new one unexpected went on medicl leave, leaving the team during a critical phase. becaouse of delay risk.

Task:

Although migrating the content from the old website to the new wasn't within my job description, i knew that in order to moving the project forward i must to jump in to prevent the delay. My goal was to provide support to the team and maintaining client trust and meeting the timeline.

Action:

I spent extra hours learning the structure of the old website and i coordinate some appointments with the client, to keep the client informed and have feedback.

Result:

Thanks to these efforts, The client appreciated our transparency and problem-solving approach, and we were able to deliver a quality product on time. This experience reinforced the importance of stepping outside my role when necessary, and it helped build stronger relationships within the team and with the client.

Situation:

In one of my projects, I was tasked with developing a database to manage driver earnings and automate paperwork. The client needed it ready within two weeks because they wanted to streamline operations before their busiest period.

Task:

I promised to deliver the database on time. I planned the design, set up the calculations, and prepared the reports. Everything seemed on track at first.

Action:

About a week into the project, I found a problem with the earnings calculations. The formulas I created didn’t work for certain situations, and fixing them would take extra time. I realized I might not be able to deliver everything as planned does not track the earning in realtime.

Communication

I let the client know about the issue right away. I explained the problem and gave them two options: either we could extend the deadline to fix everything, or I could deliver the main features on time and finish the rest later. They appreciated that I told them early and gave them a choice.

Results

The client chose to get the main features on time, and I delivered those by the deadline. They were happy with the result, and I added the missing parts soon after. I learned how important it is to test key features early in a project.

Lesson Learned

"After that, I learned to do a compatibility check with older themes before starting. Now, I make sure to check early so I don’t run into the same issue again."

Is there anything you would do differently?

If I could do it again, I would spend more time testing the calculations earlier in the project. That way, I could have caught the issue sooner and had more time to fix it without affecting the timeline. It taught me to prioritize testing for critical features right at the start.

Situation: 

While working on digitalizing operations for my brother’s cab company, I noticed that the company faced challenges in managing driver requests and resolving operational issues. Requests like vehicle maintenance, schedule changes, and payment discrepancies were communicated informally—usually via calls or chats—making it difficult to track progress or ensure timely resolutions. 

Task: 

I recognized that this lack of organization was causing delays, inefficiencies, and occasional misunderstandings. I took it upon myself to introduce a structured ticketing system to centralize and streamline these processes. 

Action: 

I researched simple, cost-effective ticketing tools that could meet the company’s needs and implemented a cloud-based system tailored to the cab company’s operations. The system allowed: 

·       Drivers to log their requests (e.g., maintenance, payment concerns) through a web form. 

·       Management to assign and prioritize tickets. 

·       Automated notifications to keep all parties updated on progress. 

I also created a workflow for categorizing tickets by urgency and assigned clear deadlines to ensure issues were addressed promptly. To encourage adoption, I trained the drivers and dispatch team on using the system, addressing any concerns they had about learning new technology. 

Result: 

The ticketing system significantly improved organization and efficiency. Requests were now documented and tracked, reducing resolution times by 30%. Drivers appreciated the transparency, and management found it easier to prioritize tasks and identify recurring issues. Overall, this initiative enhanced communication and strengthened trust between drivers and management, contributing to a smoother operation. 

Situation: 

When I was helping to digitalize my brother’s cab company, there was pressure to adopt a pre-packaged fleet management system that promised immediate functionality and quick deployment. However, upon reviewing the system, I noticed that it lacked customization options, didn’t fully comply with local regulations, and would require expensive add-ons to meet the company’s needs. 

Task: 

I had to decide whether to move forward with the pre-built system for short-term convenience or invest more time and resources in developing a custom solution that would better serve the company’s long-term goals. While the custom solution would delay the digitalization process, I believed it would save costs, reduce compliance risks, and better align with our operational needs over time. 

Action: 

I recommended against the pre-packaged system and instead spearheaded the development of a tailored application. This involved collaborating with a small development team to ensure the system was designed to meet specific business needs, including driver management, order tracking, and compliance with German regulations. The project required additional effort from me to manage timelines, train staff, and address resistance to the longer rollout period. 

Result: 

While it took a few months longer than initially planned, the custom solution proved to be a success. It saved the company approximately 20% in annual software costs compared to the pre-packaged system. It also ensured seamless integration with local compliance requirements, reducing the risk of legal complications. Drivers and staff found the system intuitive and well-suited to their needs, which increased adoption rates and overall satisfaction. 

Reflection: 

Looking back, I wouldn’t have changed the decision to prioritize long-term value over short-term convenience. However, I would have spent more time upfront communicating the rationale for the delay to all stakeholders, as managing expectations proved to be a challenge during the rollout. This experience taught me the importance of transparency and proactive communication during complex projects. 

Part 1: Transitioning a Project

Situation: 

I developed a simple inventory management system for a small logistics company that struggled to track vehicle parts and maintenance supplies efficiently. Once the system was fully operational and adopted by the team, it needed to be transitioned to the warehouse manager for daily updates and monitoring. 

Task: 

My task was to ensure the warehouse manager and their team could take full ownership of the system without needing constant support from me, while maintaining accuracy and consistency in inventory tracking. 

Action: 

To facilitate a smooth transition, I followed these steps: 

1.     Documentation: I created a detailed user manual explaining how to update inventory records, generate reports, and troubleshoot common issues. 

2.     Training Sessions: I organized hands-on workshops with the warehouse manager and team, guiding them through all system functionalities. 

3.     Gradual Handoff: I transitioned responsibilities incrementally, first having the manager oversee updates while I supported in the background, then gradually stepping away. 

4.     Support Period: I remained available for two months post-transition to address any questions or unexpected challenges. 

Result: 

The transition was seamless, and the inventory system became an integral part of the warehouse’s daily operations. Inventory discrepancies decreased by 40%, and the manager expressed confidence in managing the system independently. 

Part 2: Re-engaging After Transition

Situation: 

Several months after the transition, the warehouse team reported consistent errors in stock levels for high-demand parts. Despite their efforts, they couldn’t pinpoint the issue, leading to delays in fulfilling maintenance requests. 

Task: 

Although I was no longer directly responsible for the system, I decided to step back in to investigate the problem, as it was causing significant operational inefficiencies. 

Action: 

I conducted a thorough audit of the inventory logs and discovered that the issue stemmed from inconsistent data entry during peak hours. To resolve it, I: 

·       Updated the system to include dropdown menus and validation rules, reducing the likelihood of manual errors. 

·       Conducted a refresher training session for the team focused on proper data entry practices. 

·       Recommended adding a part-time assistant during peak hours to manage inventory updates without rushing. 

Result: 

The system’s accuracy improved significantly, with errors dropping by 50% within the first month. The team appreciated the enhanced user-friendliness of the system, and operations returned to normal. 

Reflection: 

This experience reinforced the importance of proactive follow-up after transitioning a project. I also learned the value of simplifying systems for end users and providing ongoing support when challenges arise. 

Situation: 

At my brother’s cab company, we implemented a new inventory system to track vehicle parts and maintenance supplies. The warehouse manager, who was responsible for updating the system, was struggling with data entry due to unfamiliarity with the software and the system’s complexity. As a result, inventory records were becoming inconsistent, leading to confusion and delays in parts delivery. 

Task: 

I recognized that his struggle could cause serious disruptions in operations, especially since the company relied heavily on timely maintenance and parts ordering. I decided to step in to help him gain confidence in using the inventory system and prevent further errors. 

Action: 

I took the following steps to assist him: 

1.     Assessing the Challenge: I spent some time observing how he was using the system and identified the specific areas where he was facing difficulties, such as incorrectly categorizing parts or missing data entry steps. 

2.     Hands-On Training: I offered to guide him through the inventory process, breaking down the tasks into smaller, manageable steps to make it easier to follow. 

3.     Creating Quick-Reference Materials: I developed simple cheat sheets and step-by-step instructions for the most common tasks he performed, such as adding new stock and tracking parts usage. 

4.     Shadowing and Real-Time Support: I worked alongside him for a few days, offering immediate support whenever he encountered an issue. I also reassured him that it was normal to feel overwhelmed with a new system, which helped ease his stress. 

Result: 

After a week of consistent support, the warehouse manager became much more proficient with the system. The accuracy of the inventory records improved, and inventory errors decreased by 40%. This not only improved parts availability but also ensured smoother maintenance scheduling, which had a positive impact on the overall operations. 

Reflection: 

This experience showed me the importance of providing hands-on support and clear documentation, especially when transitioning to new systems. It also reinforced the value of patience and empathy when helping a peer through a challenging learning curve.