Abstract
The research proposes a strategy to develop cross-training plans to be implemented in engineering companies that carry out multidisciplinary projects. Through empirical data collected by the application of the case method, the study performs an analysis to determine the activities and tasks that can be performed by specialists from different but complementary areas. The study is based on different existing theories, such as job rotation, project management maturity models, intellectual capital and motivational and leadership theories. As a result, each specialist obtains a holistic vision on the management of interdisciplinary projects, contributing to their development and improving the coordination of different areas. The application of these cross-training plans to key personnel in multidisciplinary projects benefits the interpersonal relationships among the project team and, consequently, collaborates in obtaining projects with better performance.
Highlights
In order to develop a multidisciplinary engineering project, it is essential that the key personnel of each project area works in a coordinated way, in order to comply with both the administrative and specialized technical aspects (Serer-Figueroa, 2010)
A) General Questionnaire The survey has 22 questions, and the objective is to make an overall diagnosis of the organization in relation to the analysis factors corresponding to intellectual capital management (Table 3), change management (Table 4) and multidisciplinary deliverables that are most appropriate for cross-training (Table 5)
Based on a case study, the research prepares a crosstraining plan for organizations working with projects where professional teams of different areas must coordinate and closely collaborate with each other in order to comply with the project scope
Summary
In order to develop a multidisciplinary engineering project, it is essential that the key personnel of each project area works in a coordinated way, in order to comply with both the administrative and specialized technical aspects (Serer-Figueroa, 2010). Despite this evident premise, it has been often detected that each area works in an isolated form, thereby protecting their own work (Crowder et al, 2016; Housley, 2017). It is expected that the organization can rely on professionals with global knowledge of the participating subject areas, where work teams can develop their activities in a coordinated, cohesive relationship and a good working environment, contributing to the project performance positively
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