How do you manage cross-functional projects with stakeholders from different geographic regions?

Before Covid-19, I couldn't even imagine I could process onsite construction activities based on overseas meetings via online apps. It was heavy and felt pointless to start with, but once every stakeholder understood how to fulfil his share of the cake, that's why the roles must be clear and delegating shall be on point.

I do agree with the concept. While I was a project manager , defining the scope and goals was one of the first thing to be done. While defining I have all the stakeholders so that all can be on board of the project plus in order to allocate the required resources for the project. That way , we were able to craft a good project which is implementable one.

Building a vision and setting goals that are aligned with your key stakeholders is fundamental for guaranteeing a successful implementation. I work in urban innovation development, a field where projects depend heavily on the buy-in stakeholders have from the solutions set in place. Gaining their commitment is what allows projects to upscale across the city and channel additional funding. In the EU, it has been found that 90% of urban innovation pilot projects don't reach full implementation and scale-up. This means just ten cents for every invested euro is effective. We need more alignment.

We facilitate effective communication through established channels and collaboration tools, schedule virtual meetings with consideration for different time zones, and ensure accessible documentation for all stakeholders in cross-functional projects.

Definitely, clear objectives of what is expected. And weekly or in some cases even a short 10-15 minute daily meeting can be very usefull. In construction companies in the Netherlands this has created a lot of efficiency. And on top of efficiency really good cooperation.

Communication would be the most important aspect in a cross-functional project with stakeholders from different geographic regions, and it's a must to have this planned accordingly to suit all the parts involved. Establish a robust communication plan that outlines how, when, and what information will be shared and if possible, by who. Try to consider different time zones and preferred communication channels for each region and use proper collaboration tools.

In my opinion more important than a communication plan is to create an environment that people do not feel a barrier to communicate. That will give a lot of progress to the project. In this way you are also able to quickly tackle problems that might slowdown the project. And yes, instant messaging, a phone or video call are things to be used.

Tools can come in very handy when establishing your communications plan, especially for geographically dispersed teams. Identify a tool that makes your communication and collaboration easier. To identify the right tool, you must consider your teams needs. What does your team do? What method of communication works best for your team? Examples of communications and collaboration tools include MS Teams, Zoom, Slack, Jira, etc.

A safe environment where people feel free to communicate and share feedback to eachother in a way that it really contributes to all the stakeholders and the project.

In building trust and rapport I would emphasize the importance of appreciating stakeholders or team members for truly meaningful efforts, contributions or achievements and avoiding use of this technique just because "it is a good management practice". With overly frequent, unjustified or routine appreciation it's value may drop and wash out. The image of "empty word speaker" can be detrimental for the sincere rapport and trust.

Adapting to your role as either a participant or a meeting leader is crucial. When taking on the role of a leader, it's essential to be equipped with the necessary information. In some scenarios, you may be asked to dive right into the deep end from day one. In such situations, arriving well-prepared is the key. This way, whether you're expected to listen in or unexpectedly lead, you can confidently meet the challenge. By exhibiting your ownership and accountability, you can build trust and rapport with others.

Establish clear and consistent communication channels. Use video conferencing, messaging platforms, and emails to keep everyone informed and engaged. Be culturally sensitive in your communication and understanding of working styles. Recognize and respect the diversity in approaches to work across different regions. Foster an inclusive decision-making process where all stakeholders have the opportunity to contribute. This promotes a sense of ownership and collaboration.

Risk Management: Project managers should proactively identify and assess risks throughout the project lifecycle. This involves analyzing potential risks, their impact, and likelihood of occurrence. Risk mitigation strategies should be developed to minimize the negative impact of identified risks. Regular monitoring and reassessment of risks help in staying proactive and taking necessary actions to prevent or mitigate their impact.

A point I would mention here is that for taking the best of building trust and rapport culture on a project it should not be treated as a tick-off or finite KPI: "I will say X appreciations to Y team members a week for Z weeks, and then can move on". It is something to continuously maintain, cherish and live with your team and stakeholders of your project. Only in such case, I believe, it brings the best it can.

While managing conflicts, and you perceive any potential issues, it's crucial to voice your concerns before it is too late. Your responsibility goes beyond a casual mention; it entails articulating the situation in a manner that conveys the true gravity of the matter. By doing so, you enable others to fully comprehend the severity of the situation, aligning their perspective with yours.

Utilize project management tools that allow for real-time collaboration and communication. Platforms like Asana, Trello, or Microsoft Teams can help in tracking progress and ensuring everyone is on the same page. Schedule regular virtual check-ins to discuss project status, challenges, and milestones. This keeps the project on track and allows for timely adjustments. Implement transparent reporting mechanisms that provide stakeholders with visibility into project timelines, budget, and key performance indicators.

Make sure the project outcome is tracked and there are numbers that you can share with stakeholders. The numbers don't lie and will always show to the stakeholders if and when the project goal was reached. Constantly reporting will help you evaluate the project progress and then the outcomes so that when the deadline is reached to be able to close it properly.

I believe that while working on cross-functional projects involving stakeholders from various geographic zones, there are two crucial factors to take into account: time zone differences and interest differences. - Try the online app when2meet if you have a time zone difference. I used to have meetings with department heads and partners from six different time zones, and this was really helpful. - When it came to interest differences, this should always be made clear at the outset of projects; take into account factors like cultural norms, goals, and the effect level of each stakeholder for each issue.

When collaborating with cross-functional stakeholders from different regions, two valuable strategies include: Proactive Engagement: Approach meetings with a well-defined agenda, ensuring a clear understanding of your goals. Being prepared enhances your effectiveness. Context Validation: Seek context and validate your assumptions before making decisions. This promotes cohesion and aligns the team's direction.