Project Manager of the Year 2022: Beatriz Espinosa Arronte

Summary

Beatrice, the Project Manager at Scania, led a groundbreaking initiative to deploy a fleet of 10 electric and autonomous buses for the 2022 FIFA World Cup in Qatar. Despite facing a tight timeline, challenges from the pandemic, and human rights concerns, Beatrice's agile management style fostered teamwork and swift problem-solving. While the project was ultimately halted in 2021 due to customer disagreements, the experience propelled Scania’s development in autonomous transport solutions. Key takeaways include the importance of clear communication, empowering team members, and adapting to rapid changes, all while staying focused on long-term goals.

Takeaways

• 😀 Beatrice won the Project Manager of the Year award for leading a challenging project to deploy 10 electrical and autonomous buses for the 2022 Qatar World Cup.
• 😀 The project, initiated in January 2020, had a very tight timeline of less than three years, which is short compared to usual projects in Sweden.
• 😀 The initial assignment lacked extensive pre-development, and Beatrice's team had to choose the right buses from Scania's portfolio while considering technical challenges like range and battery capacity.
• 😀 Beatrice faced the challenge of managing different working frameworks within Scania—agile for some parts, and traditional methods for others—and had to integrate both effectively.
• 😀 A key to success was setting clear milestones and focusing on agile methods to ensure cross-departmental collaboration despite the tight timeline and complex dependencies.
• 😀 Scania's motivation for this project was to contribute to sustainable transport solutions and secure external financing for autonomous bus development.
• 😀 The pandemic presented major obstacles, such as travel restrictions and working from home, but also accelerated digitalization and remote collaboration within the project team.
• 😀 Ethical concerns regarding human rights in Qatar were a significant consideration, and Scania ensured full compliance with their group policies and the United Nations' recommendations.
• 😀 Despite making significant progress, the project was halted in June 2021 because of issues with the customer's requirements and other companies within the Volkswagen Group failing to meet their deliverables.
• 😀 The decision to stop the project was communicated clearly, with a focus on supporting affected employees and providing transparent information to the entire team.
• 😀 Beatrice emphasized the importance of team empowerment and decision-making at all levels, which allowed the project team to stay agile and responsive despite limited time and resources.

Q & A

What was the main objective of Beatrice's project for Scania?

Beatrice's main objective was to lead a project that deployed a fleet of 10 electric and autonomous buses for the 2022 World Cup in Qatar, with a focus on sustainability and advanced mobility solutions.

How did Beatrice and her team handle the tight project timeline?

Beatrice and her team used an agile approach for parts of the project while aligning clear milestones and integration points for different departments. This allowed for flexible and rapid decision-making despite the short timeframe.

What challenges did Beatrice's team face due to the pandemic?

The team faced disruptions like the inability to travel for data gathering in Qatar, working from home, and logistical issues with the production of bus components in different countries, including Finland, Poland, and Italy.

How did the team stay engaged and informed while working remotely?

Despite remote work conditions, the team in Finland sent weekly video updates that featured progress and humorous themes, which helped maintain engagement and foster a sense of accomplishment.

What was the role of communication in managing the project?

Effective communication was key to the project's success. Beatrice emphasized transparency, especially during the decision to halt the project. They made sure to communicate clearly with team members about challenges, timelines, and changes.

What steps did Beatrice take to address ethical concerns regarding the project in Qatar?

Beatrice and the team ensured they adhered to Scania’s human rights policies and the United Nations’ recommendations. They established a working group to monitor compliance and ensure that the project did not violate human rights standards.

What approach did Beatrice use to empower her team and promote quick decision-making?

Beatrice empowered her team by granting them decision-making authority in their areas of expertise. This approach minimized bottlenecks, enabling faster solutions without the need for escalating issues through upper management.

How did the project come to an unexpected halt in June 2021?

The project was halted because the customer wanted the entire project to be managed by the Volkswagen group, but some partners could not deliver their required components. This led to the decision to stop the project halfway.

What strategies did Beatrice employ to manage the emotional impact of the project’s closure on the team?

Beatrice emphasized clear, empathetic communication and provided support to the affected team members, especially those who had relocated to Qatar. They ensured everyone was informed in a timely manner and had their questions answered.

What lessons did Beatrice and her team take away from the project after its closure?

Beatrice and her team focused on the lessons learned, particularly around the importance of clear communication, agile methodologies, and empowering teams. They also continued to work on autonomous vehicle development as part of Scania’s long-term strategy.