Project Management and Working in Teams

The Tightest Deadline in Student Engineering

The FRC build season is a brutal project: the game is revealed at Kickoff (the second Saturday of January (the exact date varies each year; 2026 Kickoff was January 10)), and your first event is weeks away in late February or March. There's no bag-and-tag anymore — that rule went away in 2020, so you build right up until you load the trailer. Most teams still plan around the classic six-week rhythm anyway, because the pressure is real either way.

Project management is just how you get a robot done on time without the last week turning into chaos. Three things pull against each other:

• Scope — what you're actually building.
• Schedule — how much time you have.
• Budget — money, parts, and people.

Add a fancy climber (scope) and you spend more time and money. Your schedule barely moves, so you manage everything else around the deadline.

Pick Your Battles

The night after Kickoff, the temptation is to start cutting metal. Don't. Read the game manual, score the tasks, and decide what you'll attack and what you'll skip. A robot that does two things excellently beats one that does five things badly. Writing down what you won't build is how you fight scope creep — the slow pile-up of "just one more mechanism" that kills good teams in week five.

Put It on a Timeline

Break the build into tasks and lay them out, often on a Gantt chart — a simple bar chart of what happens when. Two things have to be visible:

• Dependencies — programming can't fully test until the drivetrain rolls.
• Milestones — "drivetrain driving by end of week 2," "robot fully wired by week 4."

Miss an early milestone and you've got an early warning, which is far better than discovering you're behind the night before your event.

Give Every Job an Owner

FRC teams split into sub-teams naturally:

• Mechanical — structure and mechanisms.
• Electrical — wiring, motor controllers, power.
• Programming — robot code and controls.
• Business/Operations — budget, sponsors, outreach, awards.

Clear ownership prevents the two classic failures: two people build the same bracket, or nobody orders the part because everyone assumed someone else did.

Talk Constantly

Short daily stand-ups keep it together: each sub-team says what they finished, what's next, and what's blocking them. Business has to stay in the loop too — parts can't ship until a purchase order is approved, and that comes straight off the budget.

The Bottom Line

Project management isn't bureaucracy, it's how a volunteer crew turns a January game reveal into a competing robot. Pick a realistic scope, map it to milestones, give every job an owner, and over-communicate. Do it well and you won't just finish the season — you'll finish calm.