Facilitating Cross-Team Projects For Engineering Managers
Cross-functional software projects can be challenging to manage, like solving a complex puzzle. As we navigate this landscape, we can find wisdom in an unexpected source — Don Miguel Ruiz’s profound book, “The Four Agreements”. Let’s delve deeper into how these agreements can make us more effective at cross-team collaboration.
The first agreement, ‘Be Impeccable with Your Word’, emphasizes the power of clear and accurate communication. I’ve found that communication is often the first casualty in cross-team projects. With multiple teams involved, it’s easy for messages to be misunderstood, lost, or distorted. For engineering managers, this means facilitating communication between teams to ensure everyone is on the same page. This can be accomplished by implementing project-level agile ceremonies like stand-ups and retrospectives where teams can discuss progress, roadblocks, and ideas. Tools like Slack and Confluence can help maintain clear channels of communication, ensuring documentation and real-time discussions are readily accessible.
The second agreement, ‘Don’t Take Anything Personally’, reminds us to see beyond our individual perspectives. Engineering managers have a key responsibility in helping their teams understand that shifting priorities are a reflection of a project’s unique circumstances, not a judgment of a team’s performance. Regular feedback sessions can further ensure that team members can express concerns and feel heard.
‘Don’t Make Assumptions’, the third agreement, encourages us to challenge our perceptions and seek understanding. We can promote an open exchange of ideas between teams with different ‘cultures’ or ways of working. By using a model like the RACI (Responsible, Accountable, Consulted, Informed), managers can clearly delineate the roles and responsibilities of each team member, mitigating assumptions and fostering a culture of understanding and respect.
A trap with making assumptions is that teams can often have different priorities. What is critical for one team may be less urgent for another. This divergence can slow down a project or even grind it to a halt. Before starting a cross-team project, it’s crucial to align on the project goals, timelines, and priorities. A shared understanding of “what success looks like” can help keep everyone focused.
The final agreement, ‘Always Do Your Best’, embodies the essence of commitment and effort. In cross-team projects, engineering managers should strive to facilitate communication, mediate disputes, and remove obstacles. This means staying proactive in identifying potential conflicts and addressing them early on. Managers should also advocate for their team, ensuring they have the resources they need and providing guidance and support when they encounter challenges.
Cross-team software projects can be challenging, and they can offer opportunities for growth, learning, and innovation. By adopting the four agreements we can navigate organizational and technical complexities, and steer our projects towards success.
The learning continues in…
- Chapter 1 — How Engineering Managers can understand their team better
- Chapter 2 — The Power of Iterative Roadmap Planning in Tech Teams
- Chapter 3 — Building Trust and Alignment with Your Manager
- Chapter 4 — Facilitating Cross-Team Projects For Engineering Managers
If you have any thoughts or experiences to add, let me know! Respond to this post or let me know on LinkedIn. I’m happy to talk about anything software engineering related.
