Managing without authority

Good input from the group.

Anish,

I would create a weekly spreadsheet with key deliverables assigned to each team member. The spreadsheet will have all the team members on it with their deliverables. The due date would be up to your discretion when you need the status by. Email that spread to the team and CC their managers. The objective here is to keep their manager in the loop with the project work they are doing.

Sergio's first sentence pretty much sums it up. And like the others also mentioned, don't discount the importance of a strong lateral relationship with the functional managers to garner as much influence as possible. Past that, candy alway's helps too :), or have a pizza meeting every so often.

It's one of the major challenges for a project manager to manage people on project without authority. I would say involving the team in planning and decision making, building trust, listening to the suggestions, gaining buy-in, autonomy, respect, motivation and flexibility are some tips to keep your workforce on track.

I would say formal authority is over rated. You need to inspire people. If inspiration is not by you, it might be by the support you have from other"

I understand that you are doing well in a functional organisation /structure.It is possible to happen such things as you discussed.How to realign your team is soft skills from your side. Rethinking and being a part of the team is a must under such conditions.
Team culture and work environment is also a key driver for such scenarios. You can ignore your leadership qualities too to resolve such situations.
I hope you got my opinion above.Tha problem is as a part of the above mentioned reasons and solutions are also hidden there.Please have a look over it.
Regards
Abhay Mishra

I think managing cross functional team members should be no different to managing your own team.

In my experience, creating a rapport is very important. Making them feel like their contribution is invaluable and they are an integral part of the team. My ultimate goal is to keep them engaged and inspired. One of the main skills of a PM is leadership.

Keeping it strictly formal and measuring them just on their deliverables could prove counter productive. You can involve their line managers, but this may affect their morale and thereby the quality of their work.

But if all fails, you can always remove a bad apple.

Two things relationship related:
1.The ability to build constructive relationships with those you may have authority with is important.. Ive been in situations where even subordinates had to be managed or even disciplined. No gurantees.

2. Develop relationship with functional supervisors on the objectives and milestones of your project thereby establishing "dotted" line authority with staff that you may not have formal authority.

In Summary transcending formality for results requires the following power sources for PMs:
a.Knowledge
b.Skill
c.Obligation
d. Trust
e.Self determination
f.Emotional Intelligence (very important)