If you've ever been a manager at a big technology company, you know it's tough. In fact I am willing to bet that intergroup cooperation somewhere within the top 3 things that you consider hardest in your job.
The reason it is tough is because the high-tech environment consists of people who are very creative, and creative people need to personally believe in the cause to work on (or be helpful to) it. Heck, their own manager has probably worked her tail off trying to get them excited about the task they are working on currently. What is the chance you mortal have coming from outside to get them to help you?
Here are the criteria that you need to achieve to make your intergroup cooperation project successful at Microsoft:
(1) You need to get your own people to believe that this is possible, and that the team A will in fact make feature B that your product needs a part of their upcoming release. Your team consists mostly of smart and experienced people. They have seen countless times where this has not happened, and they are yet to see the case where a project like that was successful. They also may have ideas on how to do what you need without feature B.
If you have managed to do (1), you can proceed to the next part.
(2) You need to persuade the PM of team A that feature B is better than a backlog of his or her own pet features that will never be implemented because there's not enough time.
(3) You need to persuade the dev of team A of the same, against the same considerations.
(4) You need to persuade the tester of team A that he has time testing it. That same one that has just helped kill a similar feature because there's no time for it on the test schedule. (As a side note, there really is not enough time to adequately test even what has shipped a couple of releases back, let alone new features).
If you think that your product has just been declared as a New Hope(TM) of the company by Bill or Steve, or that the management chain throughout believes that this is important will help, you are wrong. At best it will not hurt. Line workers very rarely agree with the execs on the set of priorities (more about it later), and if they have not fully bought in, nothing will happen regardless of what management thinks.
You may have an urge to skip (2-4) and head straight to the management. There is no better way to kill the project, because, again, without the cooperation of the people who actually do the work NOTHING WILL HAPPEN.
Getting the feature team buy-in is by far the hardest. But if you did achieve that, now you, hopefully with their help...
(5) ...need to get the ascent of PUM (product unit manager) and the discipline managers (dev manager, test manager, and GPM). The bad part is that PUM and the management team has never believed in the schedule in the first place. You're proposing to make the late (and undertested) project later (and buggier). The good part is that they have just returned from the management training where the idea that they have to trust their employees with decisions have just been re-enforced. And the feature team is with you.
As you can see, there are way too many moving parts, a lot of cooks, and so it rarely works, at least not in an environment where the schedule rules (more on that later).
When I was working in Windows CE, a big part of which consists of code ported from other Microsoft products, most notably, Windows, I had to do these dances more or less for a living. I used to bribe people from other teams by giving them cool gadgets for dogfooding.
If you work in NT base, you have to usually debug 10 layers of code at the same time to figure out anything at all (it tens of millions line of interdependent code in one unprotected address space, where anything influences everything), so people skills (as in - getting other people help you debug your code) are paramount to your success there, too.
In Windows Home Server, I tried my best to only build on existing, shipped technology, and never, EVER depend on anything that is not done. One exception to this case which was forced on us by a manager that was obviously excited by a possibility of claiming intergroup cooperation success (and who pre-sold this success to Bill) came damn near to killing the entire project, when untested, poorly designed and engineered code blew up from under us.
At Microsoft, the answer to the yearly MSPoll question about intergroup cooperation year after year has garnered an approval rate in mid 30%.
So when I was reading freshly released Google Geist numbers (yearly Google Poll measuring employee happiness), and reached the intergroup cooperation, I could not believe my eyes. I rubbed them, then looked again. Here it still was - around 90% of all Googlers are HAPPY with the amount of support they get from their peers and other teams in Google. This was among the highest numbers in the survey, and it was not because Google employs more excitable people than Microsoft (for example, both employee bodies agreed on attractiveness of their compensation package to within 5%).
So here's another argument to why Google 2008 != Microsoft 1998. Yes, the internal environment is - somewhat - similar. But only somewhat. There are differences in employee bodies that run very, very deep.
**This is my personal blog. The views expressed on these pages are mine alone and not those of my employer.**