Here's how you can maximize the advantages of cross-functional collaboration in GIS projects.

First off, ensure all teams understand their roles and the project's goals to prevent overlaps. Make sure the inclusion of diversified expertise from multiple departments; i.e.: geography, engineering, environmental science, and data analytics to enhance solutions. Schedule regular progress reviews to address issues early and maintain alignment.

To maximize the advantages of cross-functional collaboration in GIS projects, clearly define roles for each team member. Start by identifying the unique skills and expertise each participant brings to the table, and assign responsibilities that align with their strengths. Develop a comprehensive project plan that outlines specific tasks, deadlines, and deliverables for everyone involved. Ensure all team members understand their roles and how they contribute to the overall project goals. This clarity fosters accountability, enhances coordination, and reduces overlap or confusion. Regular check-ins and open communication channels further support effective collaboration, leveraging diverse perspectives for successful GIS project outcomes.

In my experience being a 'Specialist' in GIS can hold up your career. You really need to be fully across all stages, so you do understand each other responsibilities. Too often a project stage is thrown over the fence, to the next team member, without understanding how it contributes to their work flow, involving rework for them and often late stage data cleaning!

Maximize the advantages of cross-functional collaboration in GIS projects by fostering open communication and leveraging diverse expertise. Encourage team members from different departments to share insights and perspectives. Use collaborative tools and platforms to streamline workflow and data sharing. Define clear roles and responsibilities to avoid confusion. Regularly hold interdisciplinary meetings to align objectives and track progress. This approach enhances problem-solving, drives innovation, and ensures comprehensive, well-rounded GIS solutions.

Early stage open dialogue is very useful, when it involves EVERYONE who is contributing to the project, at whatever stage they contribute later on. By having all voices present, you can avoid rework and ensure the product is fit for purpose.

In some teams you really need large overlaps between team members, so there is no dependency on one person for a specific skill set. A short absence by the team member with the specialist skill may break or delay workflows. Sharing knowledge is useful to ensure the overlap, redundancy or being a 'T' shaped team member that "broadens the skill set of the entire team". Here is a quote from a recent job advert at LINZ, In New Zealand , "we design our roles around shared capabilities" "Broad Based Role (BBR). Using BBR allows us to be responsive to our customers and to strengthen the connections across our organisation. It also gives us the flexibility to provide wider opportunities to our people, to further their careers"