“Project-based working”, for a more cross-functional organisation

At Morning, every member of the team is given the chance to bring their ideas to life and to lead their own projects in a very concrete way, drawing on resources of their own choosing. The company moves forward in this way, through what each person achieves. Every accomplishment is the fruit of collective work built on collaboration and trust between everyone.

This “project lead” hat is not a fixed status. Not everyone is a project lead 24/7. Anyone, however, can become one at a given moment. It is more of an ongoing potential that every member can call upon at any time. This cross-functional, horizontal way of organising goes by the name of “project-based working”. Morning’s HR team explains how it works.

How does “project-based working” work?

Every project needs a leader who will bring together expert contributors to help move things forward throughout the assignment.

☞ Each project lead guarantees the direction and smooth progress of the project, through several levers. In particular, they are responsible for assigning each contributor’s role and for keeping to deadlines and budget constraints. To ensure that all stakeholders are properly involved, they organise the meetings that punctuate the whole life of the project: kick-off, milestone reviews, lessons learned.

☞ Contributors, for their part, are there to bring their expertise at particular points in the project. Their contributions must meet the deadlines set by the project lead.

What safeguards are in place for important decisions?

The leader will often have to make important decisions for the smooth running of their project: business, financial, marketing, people-related, and so on. They then need to identify the experts who can act as a safeguard.
This consultation phase is key. It gives the project substance and brings the project lead a certain peace of mind. This consultation will be all the more necessary for important decisions, or where the level of uncertainty is high.

Beyond the experts, the leader must not forget to consult the people directly affected by the decision to be made. The smooth flow of exchanges and the final quality of the deliverable depend on it.

Seeking other opinions, or finding a decision hard to make, will never be frowned upon – quite the opposite. This humility is almost a necessity. No one will ever be blamed for having made a poor decision if it followed a sound consultation beforehand!”

What are the benefits of this way of working?

“Project-based working” offers many benefits, from different perspectives.
On an individual level, this way of working brings a high degree of empowerment: decision-making, management, keeping to constraints, and so on. Throughout the life of their project, the leader has to bring their team along with them! They will structure and streamline the workload of all their contributors, but must also help them move forward, both collectively and individually.

On a collective level, project-based working erases the hierarchy seen in pyramid-shaped organisations. This flat management,  characteristic of “liberated” companies, is also known as “flat management”. It brings about a collaborative, cross-functional experience across roles that develops cooperation, communication and trust between everyone involved in a project.

What is the recipe for “project-based working”?

Two ingredients are essential to make project-based working run smoothly: high standards and the right to make mistakes.

Working in “project-based” mode calls for high standards, both of yourself and of others. Maintaining these standards can be collectively supported through the practice of feedback, at every stage of the project. Whether positive or corrective, feedback makes it possible to revisit the strengths and areas for improvement of every team member. One important point: this sharing must take place in a supportive and constructive spirit!

The second ingredient is the right to make mistakes. A project is carried through successfully when all its contributors work with peace of mind. The essential prerequisite for daring to innovate is the right to get things wrong. Everyone is bound to make mistakes. There is nothing extraordinary about it once you see your work as a process of continuous learning. And don’t forget what we wrote earlier: consultation phases also help to reassure the decision-maker. This context makes it easier for them to make decisions, without fearing possible risks.

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Now you know all about “project-based working” as it is put into practice at Morning.  Would you like to develop a similar way of organising too? Do you have any questions or ideas to share?  Do drop us a line in the “comment” field below!

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