What are the best practices for leading a cross-functional program team?
Leading a cross-functional program team can be challenging, but also rewarding. You need to balance the needs and expectations of different stakeholders, align the vision and goals of the program, and foster a culture of collaboration and trust. In this article, we will explore some best practices for program culture and leadership, and share some case studies and examples from successful program managers.
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Olivia Mitchell Russell MA PMPI help mid to large-size organizations optimize their operations with tailored project management solutions 📈 | PMO…
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Allison Peck⚡️Inspiring ambitious Millennials to reach their full potential | Medical Device Program Manager | TedX | Author |…
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Naveed IsmailAgile Practitioner
The first step to leading a cross-functional program team is to clearly define the scope and objectives of the program. What is the problem you are trying to solve, and what are the expected outcomes and benefits? How does the program align with the strategic priorities of the organization? How will you measure the progress and success of the program? These questions will help you establish a common understanding and direction for the program, and communicate them effectively to your team and stakeholders.
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Defined the project Charter including the success metrics expected out of this program delivery. At the end of the program these would be measured to determine the program success. Define the RAPID to determine the key POCs for the program. There could be Business vs Engineering RAPID with different stakeholders, partners & decision makers.
The next step is to build a diverse and inclusive team that can deliver the program objectives. You need to identify the roles and responsibilities of each team member, and ensure that they have the skills, resources, and support they need. You also need to foster a culture of inclusion and respect, where everyone feels valued and heard, and where different perspectives and opinions are welcomed and considered. A diverse and inclusive team can enhance the creativity, innovation, and quality of the program.
Communication and collaboration are essential for leading a cross-functional program team. You need to establish clear and consistent channels of communication, and use them to share information, updates, feedback, and decisions. You also need to encourage and facilitate collaboration among team members, and across different functions and departments. You can use tools and platforms that enable online collaboration, such as Slack, Trello, or Google Docs. You can also organize regular meetings, workshops, and events that foster teamwork and engagement.
Another best practice for leading a cross-functional program team is to empower and motivate your team. You need to delegate tasks and decisions to your team members, and trust them to deliver their work. You also need to provide them with autonomy, flexibility, and ownership, and allow them to experiment and learn from their mistakes. You also need to recognize and reward their efforts and achievements, and celebrate their successes. You can use incentives, feedback, recognition, and appreciation to motivate your team and boost their morale.
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When it comes to leading a cross-functional program team, creating a conducive culture is paramount. Cultivate an environment where open communication thrives, accountability is valued, and conflict resolution is embraced. This empowerment allows your team to openly address any issues, instills a sense of responsibility, and equips them with the tools to collaboratively navigate conflicts when they arise. These practices form the bedrock of a high-performing cross-functional team.
The final best practice for leading a cross-functional program team is to manage risks and issues that may arise during the program. You need to identify and assess the potential risks and issues that may affect the program objectives, scope, budget, timeline, or quality. You also need to plan and implement mitigation and contingency strategies, and monitor and report on the status and impact of the risks and issues. You also need to involve your team and stakeholders in the risk and issue management process, and seek their input and support.
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