A project sponsor is meeting with the department managers who are her subordinates. She’s called them together to tell them their company is receiving terrible publicity. Their horrid customer service has made the front page of the local paper. She needs them to create a project plan to improve their customer service.
The sponsor explains that they need an integrated effort. Each of the four departments needs to cooperate with the others to bring about a significant improvement in the company’s customer service. When the project manager suggests that people in the various departments will work on tasks he assigns them, all hell breaks loose. The turf wars are intense. None of the managers accept the idea that people can work effectively on a cross-functional team. The project sponsor makes more speeches about the need for cooperation. The project manager tries to explain that isolated efforts in each department will not bring about the strategic improvement that the company needs.
Project Plans and Turf Wars
Project plan turf wars happen in many organizations. When political battles exist between departments, the warring sides often suggest separate projects in each of the departments. They think that eliminates the need for cross-functional cooperation. But that never works. It also doesn’t work if there is a separate project manager in each department with the overall project manager coordinating all their efforts. The idea of separate projects and project managers sounds good to people caught in inter-departmental conflicts. But successful project managers know that the way to succeed in cross-functional projects is not to subdivide them. That’s the easy step to take. It allows them to avoid solving the basic conflicts that exist.
Let’s look at the video and see how the project manager and sponsor do with their project plan. What would you do to end these turf wars and give the project some chance of succeeding?