Most product managers and product focused organizations understand the importance of cross-functional teams in the product development process. Cross-functional teams ensure that all disciplines within an organization are represented and that they buy-in to the product. Planning, designing and launching from cross-functional teams are essential to building a successful product. Unfortunately, in many cases the product manager has limited authority over the members of the cross-functional team. Typically, the team members report to and are evaluated by their functional managers. So how can a product manager ensure that he has the attention and commitment from the members of the team and that the team doesn't become dysfunctional? Here are some ways that may help:
1. Obtain buy-in - as mentioned in an earlier post, obtaining buy-in is essential for a successful product. Buy-in is also critical to the success of the cross-functional team. If just one team member does not believe in the who, what, where and why of the product - the entire team is as risk.
2. Establish the rules of engagement - ground rules are important for the cross functional team to understand. Establishing and following these rules can help resolve conflict, make decisions and keep the team moving forward. Some rules to consider include:
- meeting attendance - who is required at what meetings?
- escalation paths - if decisions need to be made, what is the proper hierarchy?
- conflict resolution - if there is a conflict, what are the plans in place for resolution so the team can move forward?
3. Establish "Functional Support Plans" - Functional Support Plans establish what functions are responsible for what deliverables. For example - are the user guides the responsibility of engineering, marketing, customer service? The answer may be different depending on the organization or the nature of the product. The Functional Support Plans ensure everyone on the team knows who is delivering what and when. The plans also serve as an accountability mechanism for the team
4. Keep communication open and ask for input - Being open about the product development process and why decisions are made are essential to team unity. the product manager must ensure that he shares all data he has in order to help facilitate decision making and discussions. This means sharing market data, customer data, competitor data, management input, etc. In addition, the product manager must seek input from the team - what have they heard and read, and how could that info help product development and launch?
5. Establish an executive cross-functional team - Having a cross-functional development and launch team is not the only cross-functional team a product manager should put together. Consider establishing a cross-functional executive or management team. This cross-functional management team ensures the members of the executive staff have a stake in the product process. It also ensures that the managers of the team members understand the roles, responsibilities and commitments of each member.
The cross-functional team can be the product manager's most important asset. Even if he is expected to be, there is absolutely no way the product manager can be the expert in all elements of the product, internal organization, market, competition, etc. Therefore, the product manager's reliance and trust in the cross-functional team is critical to success. The tips mentioned above are critical, but aren't the be all end all in keeping the cross-functional team functional. What methods have you used to work effectively in cross-functional teams?
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