A prime cause for issues on cross-functional projects is neglect of a specific functional area or group. Make sure each affected stakeholder group is properly represented, consulted, respected, and kept informed.
With the prior principles understood, let's review a few proven tips and techniques specific to leading cross-functional projects that I have either confirmed or realized over the years:
Another prime cause for issues on cross-functional projects is poor performance by a functional leader. Common performance issues include
Reminderto help build the sense of ownership, work with the designated functional leaders to perform the detail planning for the project.
Make sure to include the resource managers, and if not the same, the bosses of the functional leaders in your project communications.
Cross-functional projects are excellent candidates for conducting project and requirements definition as a project by itself, as we discussed in Chapter 4, "Defining a Project," due to the number of stakeholders that need to be consulted and due to the potential change impact.
Watch out for stakeholders who are signing off on (accepting) requirements without complete understanding. While this may get you through a milestone, it will come back and "bite you" before you're done.
Part i. Project Management Jumpstart
Project Management Overview
The Project Manager
Essential Elements for any Successful Project
Part ii. Project Planning
Defining a Project
Planning a Project
Developing the Work Breakdown Structure
Estimating the Work
Developing the Project Schedule
Determining the Project Budget
Part iii. Project Control
Controlling a Project
Managing Project Changes
Managing Project Deliverables
Managing Project Issues
Managing Project Risks
Managing Project Quality
Part iv. Project Execution
Leading a Project
Managing Project Communications
Keys to Better Project Team Performance
Ending a Project