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| − | Multidisciplinary project teams can lead to more innovative solutions and a better understanding of the project's complexities by providing a wider range of perspectives, skills, and experiences. This is particularly useful for projects that need to take a comprehensive approach and integrate multiple disciplines, such as design, engineering, marketing, and technology. By combining these different skill sets, a team can tackle complex problems more effectively and deliver a more comprehensive solution.
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| − | One of the major sources of project complexity is human behavior. It can increase the complexity of a project by introducing factors of subjectivity, different cultural or professional backgrounds or attitudes. This makes project leadership a complex and challenging task that requires a combination of technical and interpersonal skills. This leadership is not tied to the project manager alone, as successful projects feature various team members who demonstrate leadership skills. <ref name="PMIGuide"> Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management. Project Management Institute, Inc. (PMI) </ref> Not to mention, building these teams requires a wide range of leadership skills to create an effective project environment, which is necessary to allow team members to work together and achieve synergistic effects and the best possible outcome. <ref name="Kerzner"> Kerzner, H. (2017). Project Management - A Systems Approach to Planning, Scheduling, and Controlling (12th Edition). John Wiley & Sons </ref> <ref name="PMIGuide"/> Creating such an environment involves proper communication, motivation, and taking action when the situation requires it. <ref name="PMIGuide"/>
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| − | This article outlines the key elements of successful multidisciplinary project team leadership. These include building a high-performing team, setting clear goals and expectations, managing conflict and overcoming obstacles, and motivating and engaging team members. The article also discusses the limitations of multidisciplinary project teams. An annotated bibliography is provided for further reading on this topic.
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| − | == Background ==
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| − | === Definition multidisciplinary/cross-functional team ===
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| − | "Cross functional teams are groups of people from various departments in an organization—such as marketing, product development, quality assurance, sales and finance—who work together to achieve a common goal. Oftentimes, cross functional teams are organized to complete a specific project, but they can also be created with a more ongoing purpose." <ref name="ForbesAdvisor"> ''Christine Organ, Cassie Bottorf, 2022, What Are Cross-Functional Teams? Everything you need to know, https://www.forbes.com/advisor/business/cross-functional-teams/'' </ref>
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| − | Short explanation: functional diversity
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| − | Difference to normal teams <ref name="Holland"> ''Holland.S, Gaston.K, Gomes.J. (2000). Critical success factors for cross-functional teamwork in new product development. International Journal of Management Reviews. Blackwell Publishers'' </ref>
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| − | === Why multidisciplinary teams? ===
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| − | Following the Reasons for adopting cross-functional teams according to :<ref name="Edward"> ''Edward F. McDonough III. (2000). Investigation of Factors Contributing to the Success of Cross-Functional Teams. Elsevier Science Inc'' </ref>
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| − | * Performance Increase
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| − | ** Speed
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| − | ** Quality
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| − | ** Customer satisfaction
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| − | ** Success rate
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| − | ** Lower Costs
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| − | * Process Improvement
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| − | ** Cross-functional interactions
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| − | ** Ownership
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| − | ** Improved process
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| − | ** Motivation and satisfaction
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| − | ** Resource use
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| − | ** Improve control
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| − | == Challenges working within multidisciplinary teams ==
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| − | Overview of some of the main challenges when it comes to work/lead cross-functional teams, referring to <ref name="Webber"> ''Webber.S. (2000). Leadership and trust facilitating cross-functional
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| − | team success. Journal of Management Development. Emerald'' </ref>
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| − | * Functional diversity
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| − | * Time allocation diversity
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| − | * Multiple reporting relationships
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| − | * Implications for team trust
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| − | == Application ==
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| − | Structuring an approach for successful leadership, referring to <ref name="PMIGuide" /> <ref name="Kerzner" /> <ref name="Edward" /> and including respective success factors
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| − | to successful lead an cross-functional team
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| − | === Building a High-Performance team ===
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| − | *Success factors connected to this topic:
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| − | **Human resources
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| − | **Climate
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| − | **Champions
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| − | **Respect/trust
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| − | === Establishing Clear Goals and Expectations ===
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| − | *Success factors connected to this topic:
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| − | **Goals
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| − | **Ownership
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| − | === Managing Conflict and Overcoming Obstacles ===
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| − | *Success factors connected to this topic:
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| − | **Senior management suppoort
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| − | **Team leadership
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| − | **Respect/trust
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| − | **Cooperation
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| − | === Motivating and Engaging Team members ===
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| − | *Success factors connected to this topic:
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| − | **Empowerment
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| − | **Commitment
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| − | **Champions
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| − | == Limitations ==
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| − | == Annotated Bibliography ==
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| − | *Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management. Project Management Institute, Inc. (PMI)
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| − | *Kerzner, H. (2017). Project Management - A Systems Approach to Planning, Scheduling, and Controlling (12th Edition). John Wiley & Sons
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| − | *Edward F. McDonough III. (2000). Investigation of Factors Contributing to the Success of Cross-Functional Teams. Elsevier Science Inc
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| − | == References ==
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| − | <references />
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