There are many challenges involved in the effort to ensure effective integration among different teams. The first is a lack of coordination among these groups, especially when they are distributed globally. Inappropriate dissemination of information can frequently occur without a well-established communication system, with team members not getting the knowledge they need and information leaking. To overcome this challenge, project managers should establish and oversee robust networks that deliver messages to those who need to see them. The usage of modern communication technologies is essential for that purpose.
Another essential problem in managing many different teams at once, which is partially related to the first one, is the lack of timeline synchronicity. When teams set goals for themselves, they will assign different priorities to specific tasks and complete them at their pace. As a result, some work outcomes may be unused for some time as no other team requires them yet, but some instead cannot proceed without a product they have not created yet. It is the project manager’s task to guarantee that the teams’ schedules are well-aligned for overall productivity purposes.
The third challenge discussed in this paper is related to the skills and competencies involved in a large project. At times, teams will encounter tasks that they are not equipped to handle and have to either learn to accomplish them or find a competent professional. In a large-scale project where such a person might be available but occupied with other matters, such an event represents inefficiency. Project managers have to consider these competencies when assigning tasks to different teams. However, since they likely lack the technical competencies required, they will have to consult the various groups in detail.
The first issue the author will highlight within the topic of integration in project management is the delegation of responsibility. Teams will typically have to interact to achieve their goals in concert and complete the project. However, if no clear responsibilities are established other than that of the project manager, there can be decision-making issues that result in progress being slowed down. All controversial decisions will be passed on to the top level, and the leader will likely be overwhelmed by their number and be unable to make an appropriate decision. To combat the issue, the project manager should allocate responsibilities appropriately at the beginning of the project.
The second problem is motivation, which will not necessarily be the same for each team. As a result, people will be working at different paces and not necessarily fulfill the project manager’s expectations. Managing each group’s motivation separately is a challenge that increases in complexity dramatically as the number of people involved rises. Nevertheless, the project manager’s task is to understand each team’s motivational issues and create solutions that address them. To achieve this goal, they need to work closely with each group and establish a mutual understanding, involving them at all stages of the project.
The last problem is wastage of resources, such as time, that results from a lack of effective coordination between teams. Without high-level collaboration, they will not use some of the available opportunities, leading to overall inefficiency. As a result, both the project’s performance in terms of issues such as delays and its overall success can be jeopardized. Such problems are nearly inevitable due to the difficulty of evaluating every opportunity that is generated by each team in relation to each other team. However, project managers can design action plans for specific problems that they foresee that can help groups resolve them efficiently.