Project team definition. Defining the roles of project team members. Stages of team formation

The two main tasks that need to be solved during the preparation of a new initiative for implementation are the formation of a project team and the organization of its most effective work. Since a project is a temporary institution tailored to the implementation of a specific goal, it requires the presence of a clear organizational structure throughout the entire development of the plan.

The concept of the term and features of teamwork

Depending on the scale, type and specifics of the initiative being implemented, dozens of different organizations and individual professionals may take part in it. All of them are among the participants in the initiative in the broad sense of the word. This includes investors, customers, financial institutions, business consultants, designers, contractors of various levels, suppliers of necessary resources. They all perform certain functions and are responsible for a certain part of the tasks.

From the total number of participants, a certain number of employees are selected and selected for the duration of the necessary work.

This is a project team - a group of specialists who work directly on the implementation of the initiative and report to. Creating a project team is prerequisite the implementation of a plan aimed at creating a unique product is an integral element of this method of work. The team is formed before the start of the initiative and disbands after its completion.

Selecting and organizing a team is a complex and expensive process, since money and time are spent finding the right employees, building relationships between them and managing their activities. Sometimes, in order to save money at an enterprise, a working group is created to perform specific tasks. However, the results of its activities will differ significantly from teamwork.

Features of the functioning of the working group:

• the number of participants is uncertain, may be very large or very small;
• each participant pursues his own personal goals and is responsible only for his part of the work;
• there is no cooperation between group members, there is little communication, training takes place separately;
• The result of a group is the sum of the results of its members.

Features of the team:

• limited circle of participants (usually up to 10 people);
• everyone is committed to solving the project task and is responsible for the overall final result;
• team members cooperate in their work, communicate a lot, and study together;
• As a result of synergy, the output is greater than the sum of the results of each participant.

In addition, the features of teamwork include:

• effective solution of problems arising at the intersection of competencies;
• rational distribution of roles;
• favorable psychological climate in the team, mutual support;
• easier access to necessary information;
• mobility when making decisions, taking into account all opinions, internal and external factors;
• identifying errors and promptly eliminating them.

Unlike a permanent workforce or a temporary working group, a project team is able to concentrate all the skills of each member on the search for innovative ideas and ways to implement them. A team solution is more powerful than an individual one because it is worked through from different perspectives.

How a team of like-minded people is created: principles and models

There are two main principles for forming a project team to lead an initiative:

1. The main players of the initiative (customer and contractor) organize their own groups led by their managers, who report to the general leader of the idea. By agreement between the parties, the main leader may be a group manager from the contractor or customer. He coordinates the work of all specialists with the help of his staff.
2. For management, a single project team is created, headed by one manager. It includes authorized representatives of the main participants who perform their functions within predetermined areas of responsibility.

The management function of management teams is to perform the following tasks:

• planning the implementation of the initiative;
• provision of necessary personnel;
• creating a project team;
• control of the work of specialists and their motivation for a positive result.

The principles of team building can be influenced by a number of factors, the most common are:

• Specifics of the initiative being implemented. The structure of the team, the composition of the necessary specialists, the skills, knowledge and skills required from them, the types, stages and terms of work depend on it. For example, a project in the healthcare sector will require certified physicians and medical administrators, and in construction industry– architects, designers, suppliers, builders, etc.
• Organizational and cultural environment. External environment influences the enterprise from the outside, from the environment. Internal includes such aspects as generally accepted norms in the team, cohesion of partners, distribution of influence and power, ways of developing communication, interaction and decision-making, distribution of roles.
• Manager's type of leadership. The manager can both delve into all the smallest details of each process and develop in employees the ability for self-leadership and greater independence.

Unlike the traditional work collective, in teamwork the influence of the manager is based not on hierarchical position, but on business qualities and professionalism.

Ways to form a project team

New initiatives can arise and be implemented both within one company (enterprise) and in cooperation between several companies. In accordance with this, the formation of a project team can be carried out in different ways.

If the idea is being implemented within one enterprise (company), for example, during its expansion, restructuring or diversification of activities, then three options for creating a team are possible:

1. The project becomes part of the daily work of the manager and specialists selected by the directorate. A manager appointed by management, in addition to his main functions, also manages a separately implemented plan. To do this, he has access to the necessary personnel, regardless of assignment to departments, the authority to coordinate all work and plan the necessary resources.
2. Within the overall organizational structure of the company, a separate structural unit is allocated. This model is considered classic, and it is most often used in large enterprises. It establishes the priority of a new initiative over normal operating activities, since the manager in this case may not pay attention to the hierarchy that has developed in the enterprise. The manager and key team members are temporarily relieved of the need to perform their daily duties (partially or completely), and the supervisor directly becomes the first person of the company or his deputy.
3. Mixed form. Its essence lies in the fact that the undertaking is headed by a specially allocated or externally hired manager, who is entrusted with full responsibility for the success of the business. He can attract the necessary employees of departments to perform tasks, who at the same time are required to do their own direct work. This form is most often used in medium-sized companies that do not have significant human resources.

If the undertaking is implemented by several companies, then the standard organization of the process is the creation of a separate structure with an independent manager, which will include representatives of interested enterprises.

This option is often found in large infrastructure, construction or innovation projects.

In general, the process of selecting a project team can be illustrated with the following visual model:

A project team can be based on four main approaches to its creation:

• Goal-setting. Its main orientation is final goal, the participants themselves think through ways to achieve it;
• Interpersonal. Here, increased attention is paid to mutual relationships in the group, support from colleagues, trust and communication between its members.
• Role-playing. Through negotiations and discussions, roles are distributed between the participants, which may partially overlap. If one employee's perception or performance of their role changes, then team behavior also changes.
• Problem-oriented. During meetings of group members, agreements are reached on ways to solve emerging current problems and subsequently achieve the assigned task.

The most important criteria for selecting employees for a project team are:

• professionalism and experience;
• desire to work as part of a group of like-minded people;
• willingness to take full responsibility for decisions made;
• creativity, initiative, enterprise, independence;
• willingness to devote the maximum amount of time and effort to work.

Project team is characterized by the following features:

• Compound. It can be different and depends on the area of ​​activity. To unite the team into a single whole, the age of the participants, number, gender distribution, etc. are important.
• Structure. It is developed based on the functions performed by specialists and the relationships between them. There are structures of communication, power and preferences.
• Group processes. These are dynamic indicators that characterize the team: cohesion, group pressure, development of joint decisions.

Factors that reduce team effectiveness are:

• unclearly formulated goals and ways to achieve them, frequent changes in goals;
• conflicts and power struggles within the group;
• lack of resources;
• poor working conditions;
• disinterest in their work by the company's top officials.

In Russian realities, attracting valuable specialists from line departments to a team often causes conflict between plan managers and department heads. It is especially difficult for young promising employees, to whom management has entrusted the management of the project and who are often lower than managers in the internal corporate hierarchy. structural divisions. In such cases, the problem must be resolved through negotiations, and senior management must clearly prioritize the implementation of the new idea.

Stages of development of a project team and its life cycle

In the process of development, a project team goes through several successive stages, during which relationships are established and cooperation is built. The manager is obliged to carefully monitor all the processes taking place in the team, prevent misunderstandings and conflicts, and direct participants to coordinate efforts in the name of a common goal.

The following stages are identified in the formation of a project team and its development:

If the project ends in success, then the manager will strive to hire the same specialists for other endeavors. In case of failure, usually the team in this composition no longer gathers. Practical experience shows that a team works effectively for no more than one and a half to two years in a row, after which its effectiveness decreases. Therefore, it is recommended to periodically send individual specialists to their functional divisions, and invite new workers in their place.

The success of completing the tasks assigned to a business entity depends on the employees working on them. In this context, the project team plays an important role. Next, we consider what it is, who it should ideally consist of, what indicators characterize the effectiveness of its activities, and how to maintain team productivity for as long as possible.

Project team - what is it, classification types, approaches to formation

Recently, team activities have received sufficient attention. The phrases “project team” and “project management team” can no longer surprise anyone. What is the first one?

A project team should be understood as a cooperation of specialists pursuing common goals and united to solve problems that arise in the process. life cycle project tasks.

Each of them performs its own specific functionality and has a number of unique skills that can be systematized as follows:

1. Professional;
2. Communication (productive communication within the team, the ability to actively listen and sensibly criticize);
3. Related to decision making and problem solving.

Competent team building determines the complementarity of the above skills, which has a beneficial effect on the success of the project. In addition, further monitoring and motivation of the involved labor resources are important for the effective progress of work.

Project teams can be classified as follows:

1. Project-based, whose actions (especially the search for resources) are aimed at achieving set goals;
2. Process workers who directly perform work or problem solving. This group of specialists can be included in projects at any stage of their implementation.
3. Project management teams that coordinate, monitor and control the progress of tasks. The results of their performance of their functionality determines their adherence to the project strategy and the implementation of strategic decisions.

Among the many principles of team building, 3 main ones can be distinguished, namely:

1. goal-setting – involves orienting the project team in the process of work towards a specific goal and finding options for achieving it;
2. interpersonal – decides that the manager should pay great attention to the relationships between team members, since the success of work depends on the establishment of communicative trusting relationships;
3. role - determines the need for a clear division of powers between group members, vesting each of them own rights and responsibilities.

Main aspects of forming a project team

The creation of a project team is determined by the need to implement the project. Upon achieving this goal, it dissolves. The number of its participants depends on the available volume of work and reflects the required division of functions, duties and responsibilities for decisions made in the process of their implementation.

Formally, it is a hierarchical structure, headed by a project manager who subordinates individual performers, departments and specialists operating in narrow functional areas. He is appointed as the project manager (most often, by the customer legal entity). The customer’s task is to select a competent team to ensure:

The manager's responsibilities include general management of the project, controlling its main parameters and coordinating team work. In agreement with the manager, he recruits the required number of specialists.

Project team members may be called project staff. During the implementation of the project, their number may vary compared to what was originally stated.

Adjustment of the project, management structure, completion of certain stages, replacement of one participant with another - these are the prerequisites for the onset of the reorganization stage (discussed later), within the framework of which the manager is obliged to adapt new members to the developed style of team communication, help them determine their professional roles , assigned duties, etc.

The basis of the team are project developers who, if necessary, can attract specialists of interest to them.

An important part of the project team is the management team, which performs management functions (planning, directing and completing).

In the case of small projects, management responsibilities are distributed among project staff or assigned directly to the manager.

Another important member of the project team is the sponsor, who is involved in solving financial issues that affect economic justification project.

As for the main stages of the life cycle of a project team, the following can be distinguished:

1. Acquaintance. It is characterized by the acquaintance of team members with each other, the formation of favorable relationships both within the team and outside it, the unity of members, the development general norms and agreeing on a strategy of action.
2. Grindability. Distribution of roles, identifying differences in approaches and methods project work, resolving emerging conflicts and difficulties in understanding through the formation of constructive positions.
3. Functioning. At this longest and most productive stage, the team has already developed certain relationships, the participants understand what is required of them, and they do it.
4. Reorganization. The stage determines certain quantitative and qualitative adjustments.
5. Disbandment. After the project is completed, the team disbands. Further events can develop according to one of two scenarios: participants return to performing their usual duties in the organization, or, if they were invited from outside, receive objective recommendations for their further work or enter into employment contracts.

Practice shows that the optimal period of productive work for a project team is 1.5–2 years. Afterwards the efficiency decreases. The solution to this problem is to periodically return project participants to their functional units and attract new specialists.

Familiarization with the nuances of team building is impossible without studying the functional roles of each participant in project cooperation.

Functional roles of team members

Coordinated interaction of a project team is impossible without competent distribution of roles among participants.

In practice, they are divided into three large groups:

1. results-oriented;
2. focused on maintaining team performance;
3. non-functional (personal).

The first two are important for effective work. The third within team interaction is considered destructive.

Based on the research results of Ph.D. R.M. Belbin, roles can also be classified as follows:

1. Executor;

1. Chairman;
2. Shaper;
3. Thinker;
4. Scout;
5. Appraiser;
6. Collectivist;
7. Closer.

The key quality of the first is discipline. Others are secondary for this role. He:

• reliable;
• conservative;
• productive;
• stable;
• a team player for whom meeting his goals is not so important;
• has organizational and administrative skills;
• has a low level of anxiety;
• puts theory into practice.

The disadvantage of the performer is lack of flexibility and rejection of theories that have not been tested.

Often, the Performer is successful in his work, confidently rises through career ladder due to the high-quality implementation of existing tasks (even if they contradict his worldview).

The chairman is a type of team leader who is able to support and encourage subordinates. He:

The disadvantage of this team member is excessive gullibility and altruism.

Shapers are team drivers who encourage and motivate the association to take action. They are an entrepreneurial type of leader, dynamic, accustomed to challenging and dominating, challenging and achieving. Compared to the Chairmen, they are great individualists.

Shapers hate losing. They are also characterized by provocativeness, irritability and impatience, high self-esteem, excessive sociability and suspicion. Prone to frustration. They are suitable as leaders for already well-established teams.

A thinker, due to his rich imagination, creativity, inventiveness and ability to generate ideas, is good at solving non-standard situations. Most often found in newly opened business entities. Introverted, individualistic, honest and straightforward in communicating with colleagues.

The downside of the Thinker is that he ignores important details or protocols.

In practice, they rarely achieve career heights, most often becoming technical specialists.

Its opposite is the Scout. It is characterized by:

• enthusiasm;
• sociability;
• curiosity;
• orientation towards society;
• orientation towards new ideas (which they do not propose, but improve by receiving from others);
• ability to explore resources across team boundaries.

Thanks to this, they easily join the team.

A specialist functioning as an Appraiser is characterized by:

• critical and strategic thinking;
• insight;
• objectivity (acutely evident when analyzing problems and evaluating proposed solutions);
• the ability to determine the benefits of the ideas he proposes, as well as the consequences of their implementation;
• high intellectual level;
• slowness of reasoning and careful weighing of options.

For the most part, Appraisers can hardly be called enthusiasts. Their goal is to prevent the team from making impulsive and ill-considered decisions. They often occupy high positions in companies.

Evaluators may lack inspiration and the ability to motivate colleagues.

The next role, Collectivist, is characterized by gentleness, receptivity, diplomacy, sensitivity to individuals and situations, the ability to listen and prevent infighting between team members. It is focused on:

• relationship;
• providing support to team members;
• leveling potential conflicts;
• assistance to the formal team leader in implementing assigned tasks.

IN crisis situations may be indecisive.

A collectivist achieves excellent self-realization in the role of a mentor for beginning specialists.

The classification by role is completed by the Closer. He is diligent, conscientious, aimed at identifying errors and omissions, monitoring the deadlines for completing tasks, and bringing what he started to its logical conclusion. A closer is characterized by attention to detail and a focus on conscientious performance of functionality rather than personal success. Tends to achieve excellence in everything and is adamant in achieving what is planned.

The Closer's disadvantage is insufficient flexibility, which is why he spends a lot of effort on achieving his goals, which are often unattainable or secondary.

Proper distribution of roles, taking into account the above classifications, determines the success of the implementation of project goals, since it allows each team member to direct their abilities in the right direction, determined by their role in the project.

Identification and elimination of crisis phenomena in the project team

Crisis phenomena in a project team that impede its development and normal functioning can be:

• mistrust;
• fear of conflict, that is, a preference for artificial harmony over constructive emotional debate;
• irresponsibility (superficial or irresponsible participation in group decision-making by individual members, creating uncertainty in the team);
• avoiding reproaching colleagues for counterproductive behavior, which determines low standards of team communication;
• indifference to results - focusing on personal success, status and ego, rather than on successfully completing the project.

They appear as follows:

• participants are disunited;
• information leaks are common;
• Only some team members attend retrospective meetings, while others are late or do not show up;
• at meetings people do other things;
• team members shy away from tasks, although they have the ability to complete them;
• a large number of assigned tasks are at the implementation stage, which indicates insufficient activity of the team.

You can eliminate them by implementing the following actions:

1. assessing the team for the presence or absence of certain skills;

1. Conducting conversations with team members to determine their interest in certain skills and identify opportunities for further growth;
2. drawing up a training plan for team members, which includes programs for the development of skills identified at the previous stage that need improvement;
3. further assessing the performance of each team member to establish the right priorities and personal responsibility.

The training plan includes the following elements:

1. Formal training conducted through classroom or online training sessions. It includes exercises that help you better understand the material covered. The more practical training there is, the better, since most knowledge acquired passively is lost if it is not applied soon after training;
2. Informal training, which consists of conducting thematic seminars or participating in specialized meetings to exchange experience, as well as attending free webinars;
3. Pair work, which involves the interaction of more experienced and less experienced team members to improve new skills;
4. Self-learning.
5. Mentoring. The role of a mentor is to assist the team member throughout the job.

In addition, the team leader must find the right balance between team autonomy and personal autonomy, which motivates the individual to become a productive team member. To do this, he must obtain information about what determines the internal motivation of each member of his team, and, if possible, give him work that brings internal satisfaction.

From the above, the following conclusions can be drawn. A project team is an association of specialists with a certain set of skills, qualities and knowledge, who have common interests and values, and who want to achieve the tasks assigned to them. The choice of methodology for its formation should depend on the goals of the business entity, the project and its strategy. In addition, the key person in the team is the manager, on whose qualities (professional, organizational or personal) the result of project management depends.

Most often, a team is understood as a group of people who complement each other and, if necessary, replace each other in achieving their goals and ensuring the implementation of a synergistic effect.

IN project activities A team means the organizational structure of a project, created for the period of implementation of the entire project or one of the phases (stages) of its life cycle.

The main goal of forming a team is to ensure self-management of the project implementation process and prompt overcoming of emerging problems. Teamwork takes a long time to develop, and often the team's effective functioning is hampered by the actions of management or the project manager.

By working together, critical team issues are identified, and interaction allows for the achievement of an equilibrium that establishes a higher level of personal involvement and a favorable team climate.

There are four approaches to forming project teams (Table 3.1).

Table 3.1 Approaches to forming a project team

The stages of forming a project team are illustrated in Fig. 3.1.

In the active part of the team formation process, there are four main goals:

changing set of goals or priorities;

analysis and distribution of the way of working;

analysis of norms, decision-making methods, communications;

determining the relationships between people doing the work.

The project team must satisfy the requests of the customer and Other project participants not included in the team, expressed in the form of their declared or hidden (latent) goals.

R is. 3.1. Stages of forming a project team

It is customary to highlight the following goals in the project

Project participants included in the team;

Other project participants not included in the team;

Executing organization;

Project;

Teams;

Team members.

The tasks initially assigned to the project team and arising during its implementation are completely determined by the set of those declared and hidden goals, the bearers of which are the project participants.

There are three types of project teams:

project team (CP) - the organizational structure of the project, which involves both all persons directly performing the project work and persons representing the interests of various project participants. The task of the project team management is to develop a project strategy focused on achieving the project goals;

project management team (PMT) - organizational structure of the project team, including those members of the CP who are involved in project management, including representatives of some project participants and administrative and management personnel. The task of the PSC is to fulfill all management functions and work in the project as it progresses;

project management team (PMT) - organizational structure of the project, headed by the manager (chief manager) of the project and created for the period of implementation of the project or one of the stages of its life cycle. Often, the KMP includes employees who perform managerial and other project management functions, as well as those directly involved in decision making. Among the main tasks of such a team are the implementation of strategic decisions and the implementation of tactical (situational) management. KMP is often called the management group, simply management or top management, management, etc.

The lifetime of a project team is always associated with its beginning and end.

In the process of formation and activity of the project team, five stages are distinguished:

1) education - team members unite with the desire for mutual cooperation;

2) intensive formation - after the beginning collaboration it turns out that team members have different opinions regarding ways to achieve the goals of the project and approaches to its implementation, which can lead to disputes and even conflicts;

3) normalization of activities - team members come to mutual agreement as a result of negotiations and compromises and develop standards on the basis of which their further work will be based;

4) execution of plans for project implementation - after the motivation of team members and the efficiency of its work increase, the project implementation process stabilizes and the project team can work with high efficiency throughout the entire period of its implementation;

5) transformation of the team or its disbandment - the completion of the team’s work as work on the project is completed requires resolving the issue of the future work of team members. By the end of a project, performance can either increase (team members focus on completing the task with a fairly clear view of their future) or decrease (team members feel regret about ending their work together, especially if their future is uncertain).

In practice, different teams go through these stages differently. It often happens that teams fall apart without reaching not only the effective implementation of the project, but also the stage of normalizing activities. This depends on both internal (for example, on the general level of professional management culture in the company) and external reasons.

The task of the project team manager is to ensure a constructive transition of the project team from one stage of the project life cycle to another within the framework of project activities and bring the project to successful completion.

In this article, we will look at which people need to be united in a project team so that the project has every chance of successful completion.

Execution of the project is in a commanding manner activities. The project team brings together individuals interested in achieving the project result. They are actively involved in the project, and it affects their interests.

Let's take a closer look at the project team members.

Project customer(sometimes, but not always, he is the user) - this is the person who will benefit from the outcome of the project.

Sponsor– this is the person who provides the project with comprehensive support. This could be finance or any other resources. It can also be assistance in organization and administration.

Project office is a department that can simply provide support in project management or be directly responsible for the execution of projects.

Project Manager(well, this is understandable) - this is the person who is directly responsible for managing the project.

Project team is a group of people performing design work.

Suppliers– these are external organizations that supply resources and provide services necessary to achieve project results.

As previously discussed, it is necessary that the project is managed in accordance with the expectations and interests of the main participants. If they contradict each other, a compromise must be found.

It is also usually worth separating external and internal projects in terms of the characteristics of the project team, stakeholders and their roles.

External projects– this is when the customer of the project is not your organization.

Thus, the Project Owner determines the goals of the project and subsequently accepts the result. A sponsor is needed to resolve disputes that are beyond the scope of the project manager's competence. At the same time, it is important to understand that the customer, sponsor and project manager are different people, and not one person combining these roles.

Please note that customer and user are different roles. The customer sets goals and can accept the result. And the user will work with this result. If suddenly these roles find themselves combined, it is necessary to evaluate the result from the point of view of the customer and the user, without confusing them.

It is also undesirable for the customer to combine the role of a sponsor. This often happens when performing internal projects, when the project is carried out within the organization and for an internal Customer. But in any case, it will be better if the Customer and the Sponsor are different persons.

Often, the progress of a project in an organization depends on the organizational structure of the organization.
For example, in functional structure projects are usually implemented within a functional unit. And if you need to attract an employee from another department, then you need to negotiate with the head of the department to which the employee belongs.

In this case, there are significant disadvantages associated with the fact that the project manager may not have enough authority, and communication may be difficult. There may be problems with coordination between departments and control over project execution is limited.

But there is also positive sides– for example, employees, working on different projects and in different teams, have the opportunity to improve their skills and gain new ones. Yet managing a project in an organization with a functional structure is difficult.

IN organizations with a project structure Each division is actually a project team created for a specific project. It includes various specialists, and they spend all their time on this project. Thus, the project structure is a feature of project-oriented companies and is appropriate for large and important projects.

However, it also has pros and cons. Main advantages: best conditions For effective management project, the project manager has great powers, the project executors are fully involved in the project.

The downside is that at the end of the project the team must be disbanded, and it is not very clear what the performers should do. It is also possible that the professional level of specialists may decrease due to the fact that, being assigned to perform certain work within the framework of this project, they do not receive new knowledge. In addition, there may be a problem of underutilization of resources during the project.

For most companies, the optimal compromise between the functional and project structure is matrix structure. In which the main drawback is that each performer has two bosses: the project manager and his line manager, which is why conflicts are possible when clarifying the order and priorities of the work performed by the employee, which is aggravated by the limited powers of the project manager.

The term “modern team” has become very fashionable in Russia. The number of interpretations of this concept is close to the number of people who use it. Therefore, in this article I will try to give the understanding of “teams in a project” that is used in modern management projects (project management, project management) within the framework of international standards, requirements and norms professional activity managers and project managers.

1. Project management

Currently, in Russia there is increasing interest in project management (PM) as the most effective organizational and activity paradigm and management culture for project implementation. However, due to its novelty, PM itself, as a professional field of activity, is often interpreted in concepts and connections system analysis, systems management, information technologies etc. or confused with such species management activities, such as administration, leadership, controlling.

PM has not yet become widespread in Russia due to the fact that it is a fundamentally new organizational and professional market culture for Russian leaders, managers and managers. In order for people to change their culture of professional activity - and this is a change in the system of values, mentality and way of action - significant time and focused efforts are required.

There are various definitions of project, project management, project management and other terms from the field of project management in sources of a normative nature (knowledge bases, standards) in relation to activities professional managers projects

In particular, project management, as a professional activity, involves planning, organizing, monitoring and controlling all aspects of a project in the ongoing pursuit of its objectives. And project management is:

• on the one hand, the process (processes) of using project management knowledge, skills, methods, tools and technologies of project management when implementing a project in order to effectively achieve set goals with a given quality, on time and within the approved budget and in accordance with expectations participants;
• on the other hand, a group of people (roles) managing the project, that is, providing management, communication and decision-making processes for the implementation of the project.

Project management in a broader sense is a professional activity focused on obtaining effective results by successfully implementing projects as targeted changes.

One of the main concepts in PM is the concept of “team”, and in project management - project human resource management, which includes the processes of planning, formation and creation of a team (Team Building), its development and support of activities (Team Development), transformation or disbandment teams. (The question of the advisability of creating new terms and phrases in such a quantity, especially those that are a direct copy of English, is debatable. Here we only note that in this article the author distinguishes between staff management and labor resources as formally measurable quantities from what is formalized to a much lesser extent and which is often denoted by a combination of words that is also not very pleasing to the ear: “ human factor" — Approx. ed.)

2. Project management team

2.1. Teams in the project

In general, the formation and creation of a team is understood as the process of purposefully “building” a special way of interaction between people in a group (called a team), which allows them to effectively realize their professional, intellectual and creative potential in accordance with the strategic goals of this group (team). A team in this case is defined as a group of people who complement and replace each other in achieving their goals.

Conventionally, we can define four types of Teams (groups), classified according to the content of their work, which are most often formed explicitly or implicitly in practical activities enterprises

1. Teams that create something new for the organization or do work that has not been done before.

Project Teams (project Teams) completely fall into this group. They are temporary in nature, which is determined by the essence of the project as a temporary specific organizational form achieving goals and solving unique problems.

2. Teams (groups) that deal with problems, goals and objectives in the enterprise through analysis, control and recommendations.

Audit and controlling teams, quality assessment teams.

3. Teams (groups), which are not special, but form a permanent part of organizational development and carry out the process of production and execution of repetitive work.

Production teams (groups), sales teams and service teams (teams, groups).

4. Multi-executive management teams.

These teams are usually formed on higher levels management of the enterprise and take the form of executive committees, management teams or top management of the enterprise.

Examples of the most common commands (groups) are given in table. 1.

Table 1. Examples of Team classification

In the organizational structure big projects and in their management, at least three types of project teams can be distinguished.

1. Project team (PT) — organizational structure, created for the period of implementation of the entire project or one of the phases of its life cycle. The task of the project team management is to develop policies and approve the project strategy to achieve its goals. The team includes individuals representing the interests of various project participants.

2. Project management team (PMT)— an organizational structure that includes those members of the CP who are directly involved in project management, including representatives of individual project participants and technical personnel. In relatively small projects, the PSC may include almost all members of the CP. The task of the PMC is to perform all management functions and work in the project as it progresses.

3. Project management team (PMT)- an organizational structure headed by the project manager (chief manager) and created for the period of implementation of the entire project or its phase. The project management team includes individuals who directly perform managerial and other project management functions. The main tasks of the project management team are the implementation of project policies and strategies, the implementation of strategic decisions and the implementation of tactical (situational) management.

2.2. Relationship between different teams in a project

The question of when and why it is necessary to distinguish several types of teams in a project requires clarification, and whether it is worth not complicating the situation.

World practice shows that the division of teams is advisable in projects in which it is necessary to clearly record the positions of its various participants (rights, powers, responsibilities, share of participation and shares in profits, etc.). In particular, the allocation of several project teams is advisable for large, mixed, medium- and long-term projects, or when the number of project participants is quite large and their interests are contradictory.

The main criterion for the effectiveness of teams in a project is its success. If general manager The project manager believes that differentiation of teams reduces risks and contributes to the success of the project, then in this case it is he who takes full responsibility for the successful achievement of project goals. However, he must clearly stipulate the conditions for its implementation, provide a formal description, division and consolidation of competencies various types project teams. IN modern culture project management (both “Western” and “Eastern”), this fact is a conscious need for the successful implementation of any project.

Since Teams in a project differ in their goals, objectives, competencies and level of responsibility for the results of the project, their position, place and role in the project and in relation to the project are determined by the goals of the individuals included in them and representatives of project participants, the degree of participation of the team in the processes project and her responsibilities.

CP is organized, as a rule, for long-term projects with a large number of participants who, perhaps, are not directly involved in managing the project processes, but determine the policy and strategy of the project based on their own interests.

PMC is also organized for fairly large projects or when the project (“controlling interest”) is primarily owned by the implementing (or parent) organization. In this case, certain management functions or the implementation of certain project processes may be entrusted to technical personnel or functional departments of the organization (for example, part of the project cost management functions or communications related to the information infrastructure of the implementing organization).

A feature of the KMP is that it simultaneously occupies an external (the subject of management) and an internal (an element that changes during the course of the project) position in relation to the project (as an object of management) and to the processes of its implementation.

The point is also that the KMP is a set of management roles that can be performed by several people or by one professionally competent chief project manager. This set includes such roles as “manager”, “administrator”, “trainer”, “leader”, “project manager”, “project manager”. In each specific case, the distribution of role management functions between individuals- participants in the project, their completeness and content are unique in nature, depending on many factors (the culture of the performing organization, class, type and type of project, available resource capabilities, etc.).

The relationship between these types of teams depends on the project. For large projects, the presence of three types of teams is quite obvious. And in small projects, KP and PMC can “fit” into the KMP.

One of the criteria for identifying several teams in a project is the feasibility of dividing responsibilities between various participants and project personnel at decision-making levels (see Fig. 1).

Rice. 1. Levels of decision making by various project teams.

Separation of competencies in the field of decision-making - political, strategic and tactical, their execution and support operational management allows you to assess the feasibility of creating certain project teams within a specific project.

2.3. KMP goals in the project

The KMP must satisfy the interests of the Customer and other project participants who are not members of the team, which are expressed in the form of declared and/or latent (hidden, not explicitly stated. - Ed.) goals. For example, in a project one can highlight: the Customer’s goals; the goals of the project participants on the team; the goals of other project participants who are not members of the team; goals of the parent (executing) organization; project goals; team goals; team members' goals.

In practice, the goals of the ILC, the interests of the participants and the corresponding goals and objectives of the project (declared and latent) are often contradictory. The plurality of interests and goals of various project participants also determines the area of ​​their conflict (see Fig. 2). Therefore, qualifications, skill and art of project management play a decisive role in achieving that part of the project’s goals that is associated with meeting the expectations of its participants.

Rice. 2. Goals in the project environment and in the project, the bearers of which are various project participants.

The tasks initially set for the project management team and arising during its implementation are completely determined by the set of those declared and latent goals, the bearers of which are the project participants.

3. Creation and development of the KMP

3.1. The essence and characteristics of the ILC

The difficulty of creating and developing an effective KMP is due to the fact that it occupies a triple position in the implementation of the project.

1. From the perspective of a systems approach: KMP is a subject of management in relation to processes and objects of management (subject - object relations) in a project with all its inherent tasks and functions.
2. From the perspective of the psychological approach: the CMP is a self-governing and self-developing subject (subject - subject relations). Within the framework of PM, this position is defined through self-developing, self-oriented and self-motivating KMP.
3. From the perspective of the project approach: KMP is an end-to-end developing element of the project implementation technology.

On the other hand, KMP is the basis of any project management technology and is an integrated set of heterogeneous elements. An incomplete list of characteristics, elements and components of the KMP (see Table 2), which must not only be taken into account, but also linked into the integrated project space, shows the complexity of the task of forming and creating one or another type of Team in a project.

Table 2. Characteristics, elements and components of the KMP:

• Culture
• Synergy
• Communications
• Leadership
• Personnel qualifications
• Organization
• Promotion
• Motivation
• Positions
• System of values
• Mentality
• Ethics
• Conflicts
• Informal communication
• Styles
• Solutions
• Delegation
• Functions
• Competencies
• and other

However, the main problem in creating a CMP is not so much in its three “essences” (hypostases), in the quantity and quality of elements, but in the fact that this entire set of elements must work in a coordinated and purposeful manner. Moreover, it is difficult to identify priorities from this set, since they can change for different purposes and at different phases of the project life cycle. Therefore, when creating and developing a CMP, technologies are required that would allow the integration of CMP members into the workspace of a specific project during its implementation in a targeted manner for specific goals and objectives. This type of technology is called cross-cultural and cross-professional integration (In this case, we mean the intersection, crossing, mixing of cultures and professionalism of team members in the integrated project space in a targeted manner.) and are used both when creating a KMP and when integrating a KMP into project (flanges GOST 12821-80).

When forming a team, it should be especially taken into account that an effective KMP cannot be created “in general” for any project. For each specific project, it is necessary to create a CMP that is most adequate for it. Moreover we're talking about not about replacement personnel, but about the redistribution of managerial roles, relationships between members of the committee, responsibility, etc. Otherwise, the assignment of the execution of a new project to the team of another project without its “technological adjustment” to perform other unique tasks (let me remind you: any project is unique by its definition) almost always leads to inadequacy and ineffectiveness of team actions in relation to a new project.

It should also be taken into account that the IMP changes as the project moves from one phase to another. The changes concern not so much the personal participants of the project, but the redistribution of roles, functions and responsibilities among the members of the Commission. This means that as the project develops, some people who have “weight” and significance in one phase of the project will lose their “weight” in it when moving to another phase. The conflict of interest is obvious, but such a conflict is resolved with with great difficulty and often with great losses for the project. The art of project management lies in turning the conflict into a constructive direction.

3.2. Stages of existence of the ILC

The period of existence of the KMP is always associated with the beginning and end of the project. Therefore, there are five stages of the existence of the IMC.

• Forming - team members unite with a desire to collaborate.
• Intensive formation (storming) - after the start of joint work, it turns out that the opinions of team members regarding ways to achieve the goals of the project and approaches to its implementation are different, which can lead to disputes and even conflicts.
• Normalizing activities - team members come to mutual agreement as a result of negotiations and compromises and develop norms on the basis of which their further work will be based.
• Execution of project plans (performing) - after the motivation of team members and the effectiveness of its work increase, the process of project implementation stabilizes, and the project team can work with high efficiency throughout the entire period of its implementation.
• Transformation of a team or its disbandment (transforming) - the termination of the team's work as the work on the project is completed requires a decision about the future work of its members. By the end of a project, performance can either increase (team members focus on completing the task with a fairly clear view of their future) or decrease (team members feel regret about the end of their work together, especially if their future is uncertain).

In practice, all these stages manifest themselves in different forms, and very often Teams “fall apart”, never reaching not only the effective execution of the project, but also the stage of normalizing activities. This depends on the general level of managerial professional culture both in the organization and around it. The art of the manager (manager, leader) of the Team is to ensure a constructive transition of the project team from one life phase (stage) of the project to another within the framework of project activities and bring the project to successful completion.

3.3. Project Human Resource Management and Project Human Resource Management

In general, the human resources of a project are a combination of professional, business, personal qualities project participants and members of its team and their capabilities (influence, “weight”, connections, etc.), which can be used in the implementation of the project. Labor resources are part of human resources considered as a measurable resource in a project.

Personnel are specific individuals, part of which is their qualifications, performance of functional duties, etc., which is described within the project staffing schedule.

In a project there is always something that is controlled through the use of certain processes, and something that cannot be controlled in a process form. What can be “managed” in a project from a process management perspective? Labor resources and project staff, that is, those management objects that are “measurable” mainly in quantitative form. What can be “managed” in a project in conditions of lack of information and poor predictability of the behavior of the control object when accepting this or that management decision? In other words, from the perspective of “management” and “art”? Human resources and personnel, that is, those objects of management that are partially measured - and then mainly in a qualitative form. When we talk about modern management in relation to human resources and personnel, we mean the management of unmeasurable quantities. You can plan what can be measured. Within organizational planning of the project, the labor resources required for its implementation are calculated.

In this case, the timing and duration of use (load, labor costs) of managers and specialists are planned. The cost of attracted labor resources is also determined based on their qualifications, needs and capabilities of the project, types of work (work packages), the corresponding market or standard cost of their work (services), etc. Personnel are also assigned to certain work (work packages) and/ or areas of work.

All specialized software products (PP) for project management use blocks for staff and labor management with good communication capabilities for the collaboration of project personnel.

Software programs that are quite common and supported on the Russian market include both “large” multi-project professional systems - PrimaVera Planner 3.0, Open Plan Professional, and more “modest” ones - Microsoft Project 2000, Sure Track Manager 2.0. Within the framework of the personnel management subsystems in these software projects, there are good opportunities for planning and using the specialists involved in the project (as its measurable resource). But this is not enough.

Understanding the limits of applicability is important for the project software products in management by human resourses: where we are talking about “managing a person” as a measurable resource, there are enough specialized software products for project management.

In projects in which the human factor is critical, focusing only on the management of “labor resources” and “staff” without taking into account organizational and professional cultures, individual characteristics team members and other poorly identified and measured team characteristics often leads to conflicts, difficulties out of the blue, and failure of the entire project.

3.4. Integrated KMP culture

The basic philosophy of the organization, its culture plays a more significant role in achieving project success than technological and economic resources, organizational structure and compliance with project deadlines.

The culture of Teams of various types in a project generally includes national, corporate, organizational and professional cultures.

The crop types are described by the following basic characteristics.

• Corporate culture includes the value system, mentality and model of action of the parent (executing) organization, within the structure of which the project and team are located, as well as other main project participants.
• Organizational culture includes the value system, mentality and action model of the IMC.
• Professional culture includes a system of professional values, professional thinking and a model of professional activity of project participants both as individuals and as members of the CMP.

Overcoming differences in culture, professional orientation, and work stereotypes of ILC members is achieved through the use of special approaches and technologies.

To create an effective CMP, it is necessary to harmoniously combine various systems values, mentality and modes of action, the bearers of which are team members - individuals, in the integrated space of the project (see Fig. 3). Therefore, a fundamentally important difference between an established CMP and another type of teams working in a different organizational and activity model is the organizational and professional culture exactly PM.

Rice. 3. Creation of a KMP from individuals through the development of a team management culture

Basically, the cultural aspects of the activities of teams in the project are considered in the context of mixed or international teams. Indeed, issues of attitude to power, individual and collective, responsibility, family ties, time, life, etc. are related to national culture. However, practice and analysis of the components of the activities of mixed teams show that the influence of the organizational and professional culture of the members of the team on its activities overlaps the effects of national differences.

The organizational and professional culture of the PM can be considered the measure that distinguishes project teams from other types of teams and which can be taken as a basis for the creation and development of the KMP both in actual project work and in trainings.

4. EVALUATION OF KMP ACTIVITIES

4.1. Results of KMP activities

For each project and each customer, success criteria can be defined and described in measurable form. Three traditional types of criteria can be distinguished:

• the traditional criterion for project management “on time, within budget, in accordance with the requirements for results and quality”;
• criteria of the leading organization, customer, user;
• criterion of benefit for project participants.

In each specific project, it is necessary to select both the criterion for its successful completion and the selection of characteristics and indicators (qualitative and quantitative) that allow assessing the effectiveness of the KMP activities. This is the key task of those project participants (customer, project owner, sponsor) who invest their resources (money, time, connections, etc.) in the ongoing project and expect to receive corresponding benefits (profit, increased status, expanded opportunities, etc.). ).

In general, the successful main results of the KMP activities are:

• achieving the goals of the project or the goals of its life phase;
• solving assigned tasks and obtaining project results within a given time frame and with given resource restrictions.

Other, more specific results of the KMP’s activities in the project are determined in relation to the performing organization, to the project, to the team as a participant in the project and in relation to team members.

It should be borne in mind that the results of the ILC activities should ideally be measurable. Therefore, at the project planning stage, a system of criteria for assessing the results of its work and corresponding quantitative and qualitative indicators is provided, on the basis of which it can be stated: the project has been implemented successfully or unsuccessfully.

4.2. What is an effective CMP?

How much are you willing to pay for effective and efficient work? How can one generally determine the effectiveness of a CMP?

There are many sets of performance characteristics of the CMP. For example, characteristics of an effective project team:

• job satisfaction,
• contribution to team culture,
• <чувство гордости за Команду,/li>
• involvement in activities,
• loyalty towards Team members,
• agreement and harmony,
• result orientation.

Another set of characteristics of a highly efficient integrated MCU:

• clear understanding of common goals,
• openness,
• confidence in each other
• division of competencies,
• effective internal procedures,
• flexibility and adaptability,
• improvement and growth of competence.

Another set of efficiency characteristics of the ILC:

• well defined Project Mission and strategy,
• no more than ten people in the KMP,
• autonomy, or freedom and breadth of decision-making regarding the activities of the ILC in accordance with the content of the Mission of the parent (executing) organization,
• resources for the implementation of the Project,
• a reasonable main way to achieve the goals of the Project,
• clear expectations from their activities under the Project,
• Team members who understand the expectations of others from the execution of the Project,
• patience and tolerance,
• participation of everyone in the activities of the Project,
• presence of a Leader.

The choice of one or another set of criteria and characteristics of the effectiveness of the KMP depends both on the expectations of the participants and the criteria for the success of the project determined at the start of the project, and on the real and timely resources allocated for the implementation of the project (financial, material and human) and the professionalism of the managers and specialists involved in the work .

However, in any case, the main criterion for the effectiveness of the KMP will be the final result of the implemented project of the required quality, on time and within resource restrictions.

4.3. The Project Management Team is a critical factor in the success of the project.

The main “tool” for achieving project results that meet the criteria for assessing its success is the KMP. Therefore, the KMP is one of the critical factors for the success of the project.

The KMP is one complex instrument. And every time it needs to be configured for a specific project, for a certain range of specific tasks.

However, the following approach is often encountered: once this group people have successfully implemented one project, which means that this is already an effective team that is successfully implementing another project. A big misconception that often leads to disappointment.

Stereotypes of KMP work, naturally formed during the implementation of one project, can be a disservice when working on a new project. Therefore, when making a final decision on the implementation of a new project, it is necessary to take this fact into account when forming and creating a new project team.

5. Conclusion

Currently in Russia there is a change management cultures in those areas of professional activity that are related to the socio-economic and political system of the state (economics, finance, management, governance, social sphere and so on.).

Most problems Russian economy are organizational, managerial and personnel in nature. Any changes - reengineering, crisis management, implementation strategic planning and management, reorganization or organizational development, etc. - require targeted selection of professionals, formation of management and executive teams and conscious team actions. One of the most effective market management cultures and methodologies is project management, which is increasingly used in project management in Russia.

Summarizing the successful experience of teams in the project (unfortunately, mostly foreign), we can draw the following fundamental conclusions.

1. The main factor determining the success of the project is the Project Management Team.
2. The basis of a successful KMP, into which all other characteristics, elements and components of its activities are integrated, is the organizational and professional culture of project management.
3. In technological terms, the organizational and professional culture of the KMP is determined through a system of values, mentality and the corresponding team and individual course of action.
4. The creation and development of the KMP is carried out through specific integration technologies (including methods, tools and instruments from different fields of activity) both by the members of the KMP within itself, and by the development of the KMP in the integrated project space.
5. The project itself and the decision to implement the project must reflect the issues of the IMP (competence, level of decision-making, powers and responsibilities, etc.), and also provide resources (financial, time, human) for its formation, creation and development. This is basic leadership skill.

Literature

1. ISO/TR 10006: 1997(E). Quality Management — Guidelines to quality in project management. ISO/TO 10006: 1997 (E). Quality management. Quality management in project management (12/97).
2. A Guide to the Project Management Body of Knowledge. PMI Standards Committee. Ed.: Duncan W., 1996. - 176 p.
3. Bezkorovainy V. P., Burkov V. N., Voropaev V. I., Mikheev V. N., Sekletova G. I., Titarenko B. P. et al. Fundamentals professional knowledge and national requirements for the competence of project management specialists / Ed. V. I. Voropaeva. - M.: SOVNET, 2001.
4. David I. Cleland. Strategic Management of Teams. John Wiley & Sons, Inc., New York, 1996. - 292 p.
5. Rodney Turner. The Handbook of Project-based Management: Improving the Processes for Achieving Strategic Objectives. McGraw-Hill Book Company Europe. England. 1993. - 540 p.
6. Mikheev V.N. Mixed project teams: methodological aspect. Sat. proceedings of the International Symposium " Modern management projects: uniting professionals to achieve individual success", St. Petersburg, September 14 - 16, 1995.
7. Verma V., Managing the Project Team. The Human Aspects of Project Management. - Pennsylvania, PA: PMI, 1997. - V. 3 (pp. 296).
8. Mikheev V. N. Mixed project teams: organizational and activity paradigm. Sat. proceedings of the International Symposium SOVNET/97 “Project Management in a Transition Economy: Investments, Innovations, Management”, Moscow, June 4 - 6, 1997.
9. Kliem L. R., Ludin I. S. Tools and Tips for Today’s Project Managers / PMI Headquarters, 1999. - 230 pp.
10. Bushuev S. D., Morozov V. V. Dynamic leadership in project management. - K.: VIPOL, 1999. - 312 p.

Vladimir Mikheev,
СPMP IPMA (Level “C”), Vice President of SOVNET

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