Please enable JavaScript.
Coggle requires JavaScript to display documents.
Examples, Based on DATA, USE "I"
STAR Approach
PAUSE &…
Examples
GPU L40S
A2
B200
Projects defined and structured -defined start and end : NVIDIA Public Launch Role: Collaborate with product management and Hardware Team to lock down scope and design and structure and plan execution,
- align X -functional team via program tracker / dash board, weekly meeting and communication for RISKS & program progress and transparency and ensure program stayed on track whole managing technical difficilty
- Faciliated alternte path due to third party BF3 delay for development
- resolve ambiguity or misalignment
Difficult decision making Coping UNDER PRESSURE
BF3 not ready - moving the project further , work around
- HW security not hardneded at Launch
A2 - WAR Room to help customer move
- Customer delivery date was pushed out / moving
Balance and prioritize multiple projects - GPU AI/ NIC integration / A2 Uber along with couple of sustaining/resiliency projects
- Approach- business impact assessment / cross functional dependencies / execution risk
- Centralized tracker and weekly stakeholder syncs to surface risks early and guide trade-off decisions.
- clear prioritization frameworks, strong cross functional and leadership alignment, and transparency were key to keeping multiple programs on track
- Strategic thinking / Prioritization based on Business Value/Program execution discipline/ X-functional coordination
TIme Management / FAILED to meet deadline
A2 Customer launch - failed cos we deviated from process and did not follow through for a change in scope.
-
significant risk
- BF3 NPI within GPU NPI program
-A2 technical issue with CPU hanup/ memory leak / had to go down to single thread from two thead for performance
-
Other Types
Evaluating Project Success or Failure
- outcome-based metrics, Customer/stakeholder satisfaction, team health, & lessons learned.
- did we release production in time/ met performnace / customer adoption
- eng teams /stake holder alignemnet and satsisfsaction
- How did we mange scope crep/risks/team engagmnent/trust
-
Weakness
- Tend to follow over-structure or over-communicate during early stages of highly ambiguous projects. naturally lean toward creating clarity, breaking down work, and setting timelines — but I’ve learned that in the exploratory phase, too much structure too soon can actually slow down innovation or create friction
- assess where a project is in its lifecycle and adapt my level of structure accordingly..
-
iOS
UBER
S: CUSTOMER FOCUS: IOS Environment for Development
S- New customer with potential for 900K cores usage but needed
S: early access to evaluate performance
iOS for development
R: retrofitted MAcMinis into our AMD based computer and released a cloud platform specific for this customer.
`
-
TECH
- Integration of BF3 - into HPC platform
- DPU - arm based with its own OS
STRENGTH
- Ability to drive clarity and execution across highly ambigious multi stake holder programs
- Excel at structuring chaos in to actionable roadmaps , aligning engineering, product and ifra sturture team around shared goal.
-anticipating risks before they become blockers.
KPI/Metrics- GRAFANA
- key Project deliverable/Technical readiness
- key project/operational Performance
- Key business/customer performance
-
-
Umbigious
- understand context break it down to smaller known unknown - multiple perspectives
- Define assumptions and hypotheses
- Prioritize on impact/risk
- communicate uncertainties/assumptions
- be agile/ iterate