2025 ASEE Annual Conference & Exposition

Presented here is a case study examining the implementation of team management strategies within Texas A&M University in Qatar's Shell Eco-Marathon (SEM) team. The team faced the dual challenge of budget constraints and a significantly reduced preparation period of only six months after a year marked by setbacks and unsuccessful competition results. To address these issues, a systematic planning procedure was started right away following the last competition, with an emphasis on recording previous errors and pinpointing areas where team dynamics and project management needed to be improved.

As a new leadership team, consultations were made with past board members of the SEM team and graduate student leaders known for their leadership abilities. Their perspectives offered insightful strategies and contextual knowledge that were tailored to the specific requirements of the SEM team. The importance of selectively applying external advice to align with team objectives was emphasized, contributing to a more effective and tailored management approach.

The new strategy focused on a performance-based selection process, inspired by sports management principles, to build a capable and accountable team. By setting high standards for performance, only those members who consistently met these expectations remained on the main team, while others were reassigned or replaced. This approach fostered a culture of accountability and continuous improvement within the team. Additionally, a reserve team, composed primarily of freshmen, was established to ensure project continuity. Unlike in previous years, where the main and reserve teams had equal status, the new structure differentiated responsibilities clearly, enabling the core team to focus on high-priority tasks while the reserve team engaged in learning and support roles.

A systematic workload distribution process was implemented to maximize efficiency during the shortened preparation period. Using Microsoft Planner, tasks were assigned equally among board members, with progress monitored through statistical tracking. This ensured an even distribution of responsibilities and provided each member with a clear understanding of their role. A separate document was created to outline the specific duties of each board member, such as those of the off-track lead responsible for non-technical tasks. This clarity facilitated smoother operations and minimized the need for role-based reminders, thereby enhancing overall accountability within the team.

To maintain momentum and engagement, the team employed a strategy of frequent updates, utilizing shorter deadlines and smaller tasks. This approach promoted regular feedback opportunities, allowing potential issues to be addressed promptly. Furthermore, team members were encouraged to substantiate new design proposals with scientific research, which enhanced decision-making processes and ensured alignment with established engineering principles.

Within just two months, these strategies enabled the team to achieve substantial progress, reaching milestones that previously required eight months to accomplish. This case study illustrates how structured planning, adaptive leadership, and a focus on accountability can significantly enhance the performance and cohesion of a student-led engineering team.