While working at General Dynamics Electric Boat, I was given a project to develop a new technology for submarines. While testing in the Monitoring and Controlling phase of the project, we realized that the device didn’t meet certain standards. We had to redesign the device, make another prototype, and get it installed in a particular submarine before it left for sea trials. To overcome this obstacle, we had to hold weekly meetings until everything was done. We had to make action item lists and hold people accountable. These were the main things that kept the project on track. Looking back, we should have focused more on the initiating phase and talked to more people to prevent the problem.