Collaborating in Engineering Projects

Don't go it alone - collaborate to deliver global impact with your research! Delighted to share findings from our newly published pilot-scale study on CO₂ capture heat integration. It's exciting not only because of new approach to reducing the reboiler duty by 6% and cooling duty by 24%, resulting in operating cost savings of CO2 capture. It's exciting because it proves that collaboration is essential for credible, impactful research. Our team brought together multi-institutional expertise, industrial partners, and real-world site access on a coal-fired power plant. This work was possible because this collaboration enabled: - Access to infrastructure - Operating a mobile pilot on a live power plant requires partnerships beyond any single lab. - Data rigour - Validating marginal energy gains demanded cross-disciplinary expertise, including thermodynamics, advanced data reconciliation, and process engineering. - Industrial validation - Co-developing with site operators built credibility and practical insight from day one. - Diverse expertise - Chemistry + engineering + simulation + field operations. Individual researchers miss insights that teams can easily identify. The lesson: Impact = great ideas + rigorous execution + real-world validation. Collaboration is how you deliver all three. If you're pursuing energy research with genuine traction, treat collaboration as a core strategy, not optional. Build networks early. Your best work will come from teams you haven't yet assembled. #science #research #scientist #researcher #professor #phd #CCUS #engineering

After years of managing rocky relationships between product and engineering leaders, these are the top 5 things I've learned you can do to make these partnerships great: 1. Foster Strategic Action: Maintain a well-thought-out backlog of problems that acknowledges potential risks and strategies for overcoming them. This approach keeps engineers engaged, solving real customer issues, and builds trust across teams. 2. Simplify Processes: Introduce only necessary processes and keep them straightforward. Maintain a regular schedule of essential meetings and minimize ad-hoc interruptions to give engineers more time to focus. 3. Collaborate on Solutions: Instead of dictating solutions, work closely with engineers to understand problems and explore solutions together. This partnership leverages their technical expertise and aligns efforts with customer needs, enhancing innovation and ownership. 4. Respect Technical Debt: Recognize and prioritize technical debt within the product roadmap. Trust engineers to identify critical technical issues that need addressing to keep the product competitive and maintain high-quality standards. 5. Build Relationships: Spend time with your engineering team outside of regular work tasks through meals, activities, or shared hobbies. Building personal connections fosters trust and improves collaboration, making it easier to tackle challenges together effectively. I’ve seen amazing product and engineering partnerships and some not-so-great ones. Teams that take the time to improve their relationship really see the benefits. While natural tensions exist, the best teams put in the effort to work well together, resulting in more successful products. #techleads #product #engineering

Geotechnical Engineers and Geologists: Two Disciplines, One Ground In many infrastructure and construction projects, geotechnical engineers and engineering geologists work together. But where one role ends and the other begins isn’t always obvious. Understanding this relationship can prevent miscommunication, scope gaps, and missed risks—especially in complex or geologically sensitive sites. Here are key points that define and support collaboration between the two: 1. Different Questions, Same Ground Geologists are trained to interpret the origin, history, and structure of earth materials: rock types, faults, folds, depositional environments, and weathering. Geotechnical engineers apply mechanics and analysis to design safe, constructible systems in those materials—foundations, slopes, tunnels, and retaining systems. A geologist might describe the site as “interbedded shale and sandstone with folding toward the northwest.” A geotechnical engineer might say “undrained shear strength increases with depth, with a sliding surface at 7 m.” Both are needed. 2. When Heavy Geological Input Is Essential Certain projects require deeper geological expertise: Tunneling through rock or fault zones Dams and embankments in tectonically active areas Large landslides or reactivated slope failures Rock fall, debris flow, and karst hazard assessments Resource-based infrastructure (mining, quarrying, oil & gas) These situations often demand input from structural geologists, hydrogeologists, or geomorphologists—especially when the site’s geological history directly affects failure mechanisms or construction risk. 3. What Geologists Should Know When Working With Geotechnical Engineers Geotechnical engineers need measurable input: unit weights, estimated strengths, joint spacing, continuity, groundwater conditions. Geological logs should describe features relevant to behavior (e.g. weathering depth, rock quality, joint sets), not just rock names. It helps to be familiar with basic soil mechanics terms—bearing capacity, plasticity, consolidation—even if not used directly. 4. What Geotechnical Engineers Should Know When Working With Geologists Respect the geological complexity behind what might seem like a uniform stratum. Understand that transitions in soil/rock are rarely clean. A “layer” may be a contact zone, lens, or weathered band. Don’t reduce geological mapping to “soft vs hard.” Ask questions about structure, history, and variability. 5. It’s Not About Overlap. It’s About Integration. On most projects, you don’t need a wall between geology and geotechnical engineering—you need coordination. Clear roles, mutual understanding, and aligned interpretations allow both disciplines to do what they do best. Have you experienced challenges or success stories when integrating geotechnical and geological input on a project?

The best projects aren’t perfect. They are well collaborated. Errors and omissions (E&O) costs are a reality on every construction project. Even with the strongest design teams, tight budgets, and comprehensive drawings, surprises come up. In healthcare construction, where complexity is high and the margin for error is slim, managing those surprises becomes a critical part of the job. What I have found over the years is that the difference between a project that runs off track and one that stays on schedule usually comes down to proactive, transparent collaboration. It's not about pointing fingers when something is missed or a coordination issue arises. It is about bringing everyone together, including the owner, architect, general contractor, trades, and subcontractors, to share the problem and figure out how to solve it. Some of the best value engineering does not happen during early budgeting exercises. It happens when someone notices a conflict in the field, and a team gathers right then and there to work through a solution. Those quick stand-ups often protect the budget and schedule more effectively than a long chain of RFIs ever could. I also believe there is real value in being physically present. That is why I try to be the first one on site and the last one to leave. Those early mornings and late evenings are when the important conversations happen. It is when someone pulls you aside to raise a concern or talk through an idea before it grows into a bigger issue. This informal collaboration often prevents costly formal disputes later on. Perfection is not realistic in this line of work. However, mutual trust, partnership, and a willingness to tackle challenges together are what keep these projects moving forward and ultimately deliver healthcare spaces that truly serve patients and staff. This is exactly why we are moving to Collaborative Project Development (CPD). By aligning all partners early, breaking down silos, and solving problems together from the start, we are setting up projects for smarter decisions and fewer surprises. How do you keep errors and omissions impacts under control and build trust across your project teams? #ConstructionManagement #Collaboration #CostControl #HealthcareFacilities #Leadership #ASHE

How can engineering teams maintain autonomy when they are collaborating with many other teams on a complex system? There has been a rising answer to this problem in the non-software world: Model-Based Systems Engineering. The old way is the document-based approach: many documents are generated by different teams to capture the system's design from various stakeholder views, such as software, hardware, safety, manufacturing, etc. Every time one stakeholder changes a requirement in one document, it requires every other team to synchronise and manually update their documents. This makes every change slow and makes the whole job frustrating, as teams spend most of their time dealing with other teams' changes rather than thinking about the best technical solutions. The digital-modeling approach of Model-Based Systems Engineering creates a single source of truth for the system on which every team can autonomously contribute, while technology enables seamless synchronisation. The best implementation I have seen of this is at Jimmy, where Antoine Guyot, Mathilde Grivet and Charles Azam are building micro nuclear reactors to decarbonise industrial heat. Their whole system is modeled using Python and all the changes are synchronised using Github. This allows them to make multiple changes a day and even automate the verification of engineering and regulatory requirements. The result: a big update in their design takes them days instead of the many months expected in their industry. The result is much safer, thanks to the automated checks and the lack of copy-pasting errors. And the teams can focus on the value, creating ingenious technology to reduce greenhouse gas emissions. This is the idea we tried to capture with the Tech-Enabled Network of Teams principle in The Lean Tech Manifesto: leveraging tech innovation to reduce the need for coordination between teams and increase autonomy at scale. #LeanTech #TechEnabledNetworkOfTeams

One of the biggest lessons I’ve learned in manufacturing is that solving technical problems is only half the battle, managing people is just as critical. During a capacity increase project at Tesla, I led the installation of new equipment. Everything was on track....until it wasn’t. The controls engineers responsible for integrating the system hit a major roadblock: One was focused on conveyance controls. The other was working on the machine we were installing. Neither could agree on how to align their work, and progress came to a halt. As the PM, I knew this wasn’t a problem that could be fixed with technical knowhow. It required something else: people skills. Here’s What I Did: 🔍 Identified the Root Cause: I sat down with each engineer separately to understand their frustrations and concerns. 🤝 Facilitated Honest Communication: In a collaborative meeting, I encouraged both engineers to share their perspectives and find common ground. 🎯 Aligned Everyone on the Goal: I refocused the team on the bigger picture: increasing capacity and meeting the project deadline. The Outcome? The engineers not only resolved their differences but collaborated effectively to complete the controls integration ahead of schedule. The equipment was installed, tested, and operational, delivering the capacity increase we needed. What I Learned: 1️⃣ People > Processes: Technical skills alone can’t move a project forward when people are stuck. 2️⃣ Communication is Key: Creating space for open dialogue can unlock solutions faster than any manual. 3️⃣ Leadership is Listening: Sometimes the most valuable thing you can do is step back, listen, and guide the team toward resolution. This project reinforced that managing a successful install isn’t just about the machines—it’s about the people behind them. 📢 What’s a time when you had to step in as a mediator to keep a project on track? Let’s share our experiences and lessons learned! #Leadership #Manufacturing #ProblemSolving #Teamwork #ProjectManagement

Why Collaboration Is the Key to Effective ES&PC/SWPPP Plan Design A few years ago in Georgia, a controversy arose between CPESCs and Professional Engineers (PEs) over who was better suited to be the ES&PC Plan (also known as the SWPPP) designer of record for NPDES permitted construction sites. At the heart of the debate was a genuine concern: How do we ensure erosion, sedimentation, and stormwater pollution are effectively controlled during construction? After years of experience in this field, I’ve found the question itself may have missed the mark. The most effective SWPPPs aren’t created by one profession alone; they’re built through collaboration. ⸻ The PE Advantage: Engineering Strength. Professional Engineers, particularly civil engineers, bring critical expertise in: Hydrology and hydraulics, stormwater detention and retention design, and site grading, infrastructure tie-ins, and long-term planning. A PEs work is essential when it comes to designing post-construction stormwater systems that meet regulatory standards and structural requirements. The CPESC Advantage is a Field-Focused Compliance mindset. CPESCs contribute deep, specialized knowledge in: Construction-phase erosion and sediment control, BMP selection, placement, and practical installability, NPDES compliance from NOI to NOT, and Pollutant transport pathways and sediment behavior. Their strength is in designing plans that work in real conditions—not just on paper. Why Both Are Essential When plans are designed without collaboration, we often see: Overengineered or under-detailed BMPs, Poorly phased control measures, Compliance failures in the field, and Plans that don’t reflect the realities of site access, weather, and construction timelines. But when PEs and CPESCs work together, we get: ✅ Accurate stormwater calculations and constructible BMPs ✅ Integrated site design and phase-appropriate controls ✅ Legal defensibility and regulatory compliance ✅ A SWPPP that protects water quality and project timelines So in closing, instead of asking, “Who’s better suited—CPESC or PE when designing a NPDES permit required SWPPP?”, let’s ask: “How do we build the best plan possible by combining our individual professional strengths?” I believe that at the end of the day,, our surface water quality depends on collaboration, not competition. After all we all know that egos are not what protects our watersheds, it’s our willingness to see the bigger picture by combining our strengths that will give us a wiser more thoughtful approach to improving and maintaining the chemical, physical and biological integrity of our nations water quality. ⸻ #NPDESTraininginstitute #SWPPP #ErosionControl #NPDES #CPESC #ProfessionalEngineer #Stormwatertraininginstitute #ConstructionCompliance #GeorgiaWatershedsmatter #FieldReadyPlans #CleanWaterAct #CivilEngineering #Teamwork #ESPCplansequalswppps

Every once in a while, a project reminds you why working together matters more than working alone. Several years ago, I was working with a defense customer facing a serious problem, one that exposed troops to unnecessary risk. No single company had all the necessary components to solve it. One had part of the technology. Another had integration capability. A third held the sensor IP. The end user understood the urgency but couldn’t fix it alone. Instead of waiting for one party to “own it,” We decided to share it. Different groups brought pieces of technology, engineering time, and some financial commitment. My role started with insight into which technologies could be leveraged and a clear vision of the final capability we were building toward. Beyond orchestrating the work and translating between users and engineering, I also secured and aligned the financial partners needed to fund and build the initial prototype, and also built the team. It wasn’t crazy fast, and it wasn’t always smooth. But it was aligned. Months later, the solution was flown. And it made a difference for soldiers at the edge. That outcome didn’t belong to any individual company. It belonged to the collaboration and to the willingness of different parties to contribute what they could toward a shared problem.  We created a win-win. Experiences like that have shaped how I view partnership in UAS and autonomy: “The most meaningful solutions don’t emerge from hero companies. They emerge from ecosystems that share risk, knowledge, and responsibility.” Working across energy, mining, agriculture, construction, and defense, I’ve seen the same pattern repeat: When teams collaborate deeply from vision through integration to commercialization, everyone wins: Startups scale Established firms get innovation End users get the capability that actually meets their needs I’m convinced collaboration is not a “soft skill” in our industry; it is a strategic capability. In a space where no single organization has all the expertise, The companies that learn how to partner well tend to be the ones that create the biggest impact. As my friend Bryan S. says...  #strongertogether

9 ways to leverage cross functional collaboration for better decisions in software development: Start with a clear vision: Ensure everyone understands the project’s goals. → This keeps all functions aligned. Create interdisciplinary teams: Mix developers, security experts, and business analysts. → Different perspectives lead to better decisions. Regular check-ins: Schedule frequent meetings for updates. → Keeps everyone on the same page. Foster open communication: Encourage team members to share ideas freely. → Builds trust and innovation. Use collaborative tools: Implement platforms like Slack or Trello. → Simplifies communication and task tracking. Define roles clearly: Ensure everyone knows their responsibilities. → Reduces confusion and overlap. Encourage knowledge sharing: Host sessions where team members teach each other. → Enhances skills across the board. Set common goals: Align individual tasks with the team’s objectives. → Promotes unity and focus. Celebrate successes together: Acknowledge and reward collaborative efforts. → Boosts morale and motivation. Cross functional collaboration doesn’t just happen. It requires deliberate effort and strategy. But the payoff? Better decisions, faster execution, and a more cohesive team. How do you foster collaboration in your projects? Let’s discuss!

In product development, the collaboration between product operations and engineering operations is essential for bridging gaps and ensuring seamless execution. This partnership is pivotal in streamlining workflows, enhancing communication, and driving innovation, ultimately leading to the successful delivery of high-quality products. Product operations play a crucial role in gathering and analyzing data, setting strategic priorities, and ensuring that product development aligns with business goals. By working closely with engineering operations, they can translate these strategic priorities into actionable plans. This collaboration ensures that engineering teams are well-informed about the product vision, customer needs, and market trends, enabling them to focus on building features that deliver the most value. Effective communication is the cornerstone of this collaboration. Regular sync-ups, joint planning sessions, and transparent reporting mechanisms help both teams stay aligned. Product operations can provide engineering with insights into customer feedback and market demands, while engineering can offer valuable input on technical feasibility and resource requirements. This two-way communication fosters a culture of mutual respect and shared objectives. Best practices for fostering this synergy include establishing clear roles and responsibilities, setting joint goals, and leveraging collaborative tools and platforms. Encouraging cross-functional training and team-building activities can also strengthen the bond between product and engineering teams. In conclusion, bridging the gap between product operations and engineering operations is vital for delivering successful products. By working together, these teams can overcome challenges, drive efficiency, and create products that resonate with customers and achieve business objectives. #productoperations #productmanagement #engineeringoperations #productdevelopment