Oftentimes, cross industry collaboration is hard. In our business, IT and construction teams do not always see eye to eye. The nature of their daily jobs is vastly different, one dealing in code and the other in heavy equipment and materials. However, these industries are collaborating more and more each day. Cross industry collaboration is growing for work such as project management implementation and IoT (Internet of Things) use on job sites.
This crossover does come with challenges along with the benefits. Differences in communication channels, industry culture and priorities are just a few of the differences still to be navigated by these parties.
Below we will discuss some of the best approaches to making cross industry collaboration work on jobs and how to avoid falling for the common traps.
1. Start With Shared Goals, Not Just Shared Timelines
Just because two teams are working toward the same deadline does not automatically align their goals. Construction teams will be focused on building the infrastructure and of course, safety measures, while the IT team is concerned with the software and systems to be used on the project.
It is essential to get ahead of this with the project team to build a sense of team and remind everyone of the “why” behind the project. Getting everyone together for a meeting, whether on site or virtual, allows team members to address concerns and create an environment for collaboration and discussion on how to navigate the job together.
2. Translate, Don’t Just Talk
One of the biggest traps in cross-industry work is assuming everyone understands each other. Spoiler: they don’t.
An IT manager might say, “We’ll deploy an API that integrates your data streams into our platform,” and the construction lead is thinking, “I just need to know when the damn thing works.” Meanwhile, the construction team might refer to a Gantt chart or critical path method, and IT is wondering if that’s an Excel thing or a scheduling app.
So, here’s a simple fix, slow down and translate. When someone uses jargon, pause and rephrase it in plain terms. Encourage people to ask “dumb” questions (even though they’re not dumb). Clarity beats speed every time.
3. Respect Each Other’s Pace
IT tends to work in agile sprints. Construction leans more toward linear planning with fixed phases. That difference in rhythm can cause friction.
Don’t try to force one team to fully adopt the other’s process. Instead, look for ways to bridge the gap. Maybe the IT team delivers in short, incremental milestones while syncing with the construction team’s larger phase check-ins. Or maybe project managers from both sides co-create a hybrid timeline that respects both approaches.
The goal isn’t to convert anyone, it’s to find a flow that works for everyone.
4. Assign Cross-Industry Translators
This is a game-changer. Appoint one or two people who understand both worlds. These folks act as translators, mediators, and problem-solvers. Maybe it’s a tech-savvy project engineer or an IT lead who’s spent time on job sites.
These roles are essential to have to get ahead of misunderstandings and ensure all team members are on the same page. Having people on the team can talk in the language of both parties goes a long way in saving time and efforts that may have been lost otherwise.
If you don’t have someone like that already, look around. Who seems naturally curious about how the other team works? Who asks questions instead of making assumptions? That’s your person.
5. Use the Right Tools—but Don’t Go Overboard
Construction teams might be used to project management tools like Procore or Primavera P6. IT teams might prefer Jira or Asana. Trying to get everyone on one platform can be a nightmare.
So, don’t! Instead, look for integration points. Maybe you don’t need everyone in the same tool, maybe you just need a weekly sync doc that outlines major updates from each system. Or a dashboard that pulls high-level info for leadership.
Don’t get caught up in the tool wars. The goal is shared understanding, not total unification.
6. Embrace the Tension
Let’s be real – there will be tension. That’s not a bad thing. IT and construction teams bring different perspectives for a reason. That push-and-pull can lead to better decisions, more innovative solutions, and fewer blind spots.
The trick is to keep it respectful. Debate ideas, not intentions. Stay curious. Ask “why” instead of jumping to conclusions. A little friction is healthy, it’s how diamonds (and great projects) are made.
Final Thoughts
Cross industry collaboration with teams is a bit like being a translator. You are navigating two very different industries, which can be a struggle. However, when it works, it really works!
You end up with smarter buildings, better systems, and teams that come out stronger on the other side.
So, the next time you’re managing a project that blends IT and construction, remember don’t just coordinate – connect. That’s where the magic happens!