I initially took on the role of one of the Project Managers. During the first half of the project, this meant assigning tasks to the developers in my designated department (in my case, Engine) and looking after their general well-being. As PMs, we also acted as the central communication link between developers and the Department Head, as well as between our own department and others. We served as contact points for emotional or interpersonal issues that arose within the project context. For technical problems, we connected students with the right experts.

At the beginning of the second half of the project, the structure, communication routes, and hierarchy were reorganized completely. As a result, I moved into a new role within the PM department—one so new that it didn’t even have an official name. I essentially climbed the hierarchy and began assisting the PM Head, the person responsible for overseeing the entire organizational side of the project—basically the “president” of the whole operation. My new role was therefore comparable to that of a vice president.

I supported the PM Head by taking over parts of his workload. Beyond acting as a mediator, I now also had autonomy and authority within the scope of the project. In addition to my previous responsibilities, I had become part of the project leadership itself.