How to Keep Large-Scale Engineering Projects on Track

Three straightforward tips for complex engineering projects.

It started with a simple question: What should the app icons look like?

Navan — formerly TripActions — was undergoing a rebrand, which we unveiled earlier this year. As we prepared for it in 2022, many team members held a series of lengthy discussions about how to showcase the new brand identity and the functionality of what were then two separate apps. One app was for booking and managing business travel; the other was for capturing and cataloging business expenses.

Unfortunately, none of the approaches felt right.

Next came a big question: Do we even need two apps?

The conclusion was that Navan could provide a better user experience through a single, unified app. The company had always focused on the user, and to coincide with the rebrand, we defined a new category: Business Software Designed for People.

It made sense to come out of the gate with the new brand and a new, unified app. But with only two months to launch, we had no time to waste: We took a deep breath and mobilized the team.

Spoiler alert: We finished a week early.

This wasn’t the first time the engineering team had to tackle a massive project under a tight deadline — and it won’t be the last. But each time we run the gauntlet, I’ve emerged on the other side with more confidence in my team and more insights on how to do it better next time.

With that in mind, here are three tips for keeping engineering teams on track during large-scale projects.

1. Keep your eye on the goal.

Employees might feel overwhelmed by such a large project and tight turnaround time. Keeping a clear goal in mind and defining the milestones along the way helps everyone stay aligned and focused.

This project really energized our engineers. Each of the two apps had solid foundations, and for a long time, our engineers mostly iterated around the edges. Essentially, they had to live in a house that was already built. But the new app allowed us to reevaluate everything and build something new from the ground up.

At the same time, the hard deadline forced us to make decisions. There wasn’t time to mull over the what-ifs — we had to act. And to understand how to act, it was essential to focus on the end goal.

2. Let communication flow.

Keeping everyone in sync during such a fast-paced project can be tricky. Things can quickly go off the rails if employees fail to communicate.

One challenge for this project was that it brought together two distinct teams. The travel and expense apps had been built separately, and our engineering teams were split up along the same lines.

By creating a unified app, we also had to unite those teams and learn to work together. Establishing an environment that promoted communication, collaboration, and knowledge sharing was crucial. And communication had to happen across teams, tasks, and time zones.

Groups shared information in different ways: daily stand-ups, weekly syncs, and real-time reviews via Slack. No matter what format, the key is that everyone needs to know what’s happening and needs to be on the same page.

3. Trust your employees.

As the director of engineering, I’m the one people often tip their hats to — but I can’t take credit for this project’s success. It came from the bottom up.

Navan operates with the high talent density of a mature organization and the speed and creativity of a startup. We aim to hire the right people with the right experience and knowledge.

Our engineers quickly understood that a unified app was best for the company, and they really went all in.

As a leader, you have to trust that the right people will take ownership, just like they did with this project. At the end of the day, that’s how you get things done.

As a leader, you have to trust that the right people will take ownership, just like they did with this project. At the end of the day, that’s how you get things done.