Author Description

As most projects span multiple departments and organizations, project leaders are increasingly challenged to align teams with differing business objectives, connect often contradictory working cultures, and mentor staff in developing best practices for collaboration. This short book shares the benefits of applying elements of organizational design to a cross-team project environment. The author utilizes a case study from a large healthcare system to demonstrate that structural linking mechanisms can be deployed to establish lasting alignment across multiple departments. By using cross-unit groups and integrator roles, the program manager increased collaboration, knowledge sharing, and helped solidify a sense of shared goals across the teams.