In today's increasingly complex organizational structures, it is becoming more and more difficult and impossible to complete a job or project on a single person. I don't know if you've noticed that no matter what role you're hiring, almost all companies emphasize "teamwork". The team here refers not only to the same department, but also to the cross-departmental collaboration within the company, and even to work with the customer team across the company.
We often find that cross-departmental collaboration is always more difficult to move forward than interdepartmental cooperation, especially the kind of cross-departmental collaboration that is formed by ad hoc projects.
There are three reasons for this:
1. Different from departmental teamwork, cross-departmental collaboration is time-sensitive, and the project team is disbanded when the project is over;
2. The temporarily appointed or transferred project manager has no subordinate relationship with the project members, and the members cannot be compulsorily required, and the members are not active and uncooperative;
3. Because the project is only a part of the daily work of each member, the workload of employees in different departments is different, so the project work completion efficiency is not high.
Because of the above characteristics of cross-departmental projects, in order to complete the project on schedule and with high quality, it is necessary to improve efficiency in the communication process, otherwise, the whole project will be like a plate of sand, repeatedly delayed, and delayed.
How to deal with cross-departmental cooperation, it is enough to do these 4 points:
Before the official start of the project, a consensus should be reached on the achievement of the goals and expected results of the project, the clear division of labor and responsibilities of the project team members, the decomposition of the task list and a reasonable time schedule. The purpose is to let everyone have a clear understanding of the project as a whole and form a sense of responsibility and responsibility before implementation.
Many project teams have done this, but very little has been implemented in the end, due to the lack of clear mechanisms and many verbal consensus. The introduction of the point system management can solve this problem: before the start of the project, a meeting of relevant personnel of the project should be held to clearly stipulate and inform the responsibilities of the project leader, team leaders, and participants. Through this form of public announcement, the rights and responsibilities of each team member are clarified, and a process-based and standardized mechanism is formed.
Nowadays, many project managers generally have responsibilities and powers, do not get trust and power, and no one listens to what they say in the project team, and there is no way to talk about the supervision and control of the entire project. The result of cross-departmental cooperation is a completely new organization, and no one can say no.
Second, if you are resolute, the organization will not be able to succeed, so the company should empower the project manager.
After the start of many projects, each member only focuses on their own tasks, burying their heads in the work, rarely communicating, and many people deviate from the project plan as they do. Sometimes, even though everyone's tasks are completed in the end, the combination does not achieve the expected goals of the whole project. Therefore, after the project is launched, it is important to grasp the progress of the project according to the plan.
At the exchange meeting, project team members need to actively participate in the meeting to check whether each sub-task is completed on schedule; The team members report on their respective responsibilities: how they are progressing, what obstacles they have encountered, what are the solutions to them, who they need to support, what is the deadline for completion, etc.
When the project is completed as scheduled and the goals are accomplished, don't forget to reward the team, motivate the team members, and thank each department for their contributions. This will not only encourage the project team members and play a role in connecting emotions, but also facilitate other cross-departmental project cooperation in the future, ensuring that members can actively cooperate.