Since late twentieth century, the concept of smart city has been a central topic in public and academic debate. The smart city term is commonly used by local administrators and policy maker to promote and to prepare the cities for the future challenges. There are recent definitions of smart city but is very difficult to define the characteristics that describe how to become a smart city and how a local administration is committed to achieving this goal. Using a project team with multidisciplinary skills is a popular tool in all types of organizations to respond to complex challenges. In this perspective, the project team can represent a tool for involving people and stakeholders in the Smart cities process. One way of clarifying a team management structure is to consider the work which needs to be done to manage members. Although the details vary between professions and according to the level of gender, age, seniority, competence, knowledge of the members, in principle someone has to be responsible for the management tasks. Descriptions of different team management are useful for research purposes, but also help teams and their managers to clarify their structure and the options open to them to make improvements. The aim study is to provide a better understanding of the nature of multidisciplinary project teams, out to investigate the important features of a particular multidisciplinary team and understanding how is led and how its member is managed. Infact, multidisciplinary team’ is a term used to describe a variety of different interprofessional working arrangements. A single case study design was used. The study design is qualitative based on participant observation, in depth interviews, and questionnaires. Data were collected by participant observation and semi structured interviews over a period of 6 months on a multidisciplinary team on smart city project of Catanzaro city. The team was observed through action research. The results of this study describe the implementation process of a smart city project and characteristics of teamwork project. In particular, extensive reflections are employed on the concepts of orientation, leadership and team coordination as well as the skills employed and knowledge management. The results offer practical indications to policy makers and local administrators on the development of a smart city project through the analysis and use of multidisciplinary teams. The framework suggests directions and agendas for smart city research and outlines practical implications for government professionals.