Features of teamwork during project implementation. Creation of a functional project team. Specifics of idea implementation

Creating an effective team is the most important component of project success. A project team is a temporary team created to implement a specific project. The organizational structure and method of creating a project team depends on many factors:

type and type of project;

the traditional approach adopted in a given region, city, or specific company;

the presence of specialized project management firms, etc.

The project team is the management team. Let's consider the main factors that determine the principles of forming a project team:

1. Project specifics. The project team is organized for its implementation, therefore such a characteristic as the specifics of the project is one of the main ones in the formation of the team. The specifics of the project determine the formal structure of the team, which is approved by management; role composition; a list of knowledge, skills and abilities that team members must possess; terms, stages, types of work on the project. Obviously, the team for the implementation of a construction project should include designers, builders, suppliers, etc., and the team of a scientific project should include scientists, experts, specialists in the field of relevant knowledge, etc.

2. Organizational and cultural environment. The organizational and cultural environment of the project team is divided into external and internal. External includes the project environment in all aspects. The internal environment, or organizational norms of the team shared by all participants; ways of distributing power; cohesion and connectedness of team members; characteristic ways of organizing and conducting team interaction; organization of role distribution.

3. Features of the personal style of interaction of its manager or leader with other team members. These characteristics are based on the concept of “leader type,” which is understood as the characteristic features that determine the entire system of relationships between the leader and subordinates.

There are four main approaches to team building: goal-oriented (goal-based), interpersonal, role-based, problem-oriented. A goal-oriented approach (goals-based) allows team members to better navigate the processes of selecting and implementing common group goals for the project.

The interpersonal approach focuses on improving interpersonal relationships in teams and is based on the idea that interpersonal competence increases team performance. Its goal is to increase group trust, encourage shared support, and increase intra-team communications.

Role-based approach – holding discussions and negotiations among team members regarding their roles; It is assumed that the roles of team members overlap. Team behavior can be transformed as a result of changes in their performance as well as individual role perceptions. Chapter

The project team is created by the project manager, a legal entity, which customer delegates the rights to manage the project to the extent determined by the contract.

The project manager appoints a project manager who provides general management of the project, controls its main parameters and coordinates the activities of team members. The project manager determines the required number of specialists of team members, their qualifications, selects and hires workers. To carry out support functions, ensure management processes and work of the team, a secretariat is created, headed by an administrative assistant.

The project team identifies members who are involved and who take part in the development and implementation of the project at different stages of its life cycle. The “skeleton” of the team consists of permanent members: chief engineer, chief accountant, design manager, contract manager, construction manager, etc., who head the functional departments of the team and are responsible for making decisions on project management within the boundaries of their competence.

Group consolidation is based on three natural human needs: to join a group of others like him; in recognition of his personality, his talents and merits, in involvement in some common cause, in common results.

The project team has all the qualities and characteristics inherent in a social group. As a formal group, it occupies a certain place in the structure of the organization, has assigned functions and responsibilities, and uses formal channels of information. As an informal group, it is quite resistant to crises and conflicts, and uses various informal connections and information channels.

The project team(Project Team) is a collection of individuals, groups and/or organizations involved in the implementation of project work and responsible to the project manager for their implementation. Also includes all external contractors and consultants. For simple projects, two levels of management are usually sufficient: Project Manager Sponsor/curator/patron of the project.

The distribution of responsibility for substantive decisions on project products is usually fixed at the level of working groups. An important element is the description of typical organizational structures for various types of projects, for example, in accordance with the accepted classification and templates for instructions for project personnel at the level of project roles.

Project team formation scheme

After determining the type of project and the strategy for its implementation, which determines its tactics, it is necessary to form a project team. Team members in projects usually have their own areas of responsibility and perform certain roles. The distribution of responsibility for substantive decisions on project products is usually fixed at the level of working groups. Moreover, if in simple projects the project manager can simultaneously play the role of a system architect (if we are talking about IT projects), then for complex projects this is hardly advisable.

In small projects, the same person can perform several roles simultaneously; in large projects, the roles are usually separated, since they are often conflicting in nature.

Some roles, which are present in any project:

Project Manager

Financier-project controller

Project customer

Project team member

Team of experts (expert commission)

Management committee (management commission).

Tasks of the project manager:

Defining goals or agreeing on them with the team.

Project planning

Making decisions

Distribution of tasks and monitoring their implementation.

Knowledge of project management tools and ability to use them. Fundamentals of project management.

Teamwork.

Management Tools:

Informing

Motivation, encouragement, requirements

Conflict management

Organization and instruction

Control, surveillance and management.

Opportunities for motivation: Use monetary incentives Create conditions for personal improvement of employees when they perform the project task Do not overestimate, but do not underestimate the degree of complexity of the project task Create conditions for contact and communication with other project employees Connect the project task with responsibility and the right to make decisions Make the project tasks diverse Provide the employee at his workplace with the necessary labor tools and auxiliary equipment. To familiarize project employees with project management and the use of its methods.

Within the team, the formal roles of its members must be defined. They must know what exactly is expected of them and what expectations are placed on them. This must be determined at the stage of drawing up the plan, otherwise conflicts and misunderstandings cannot be avoided.

Project staff are responsible for the correct execution of individual assignments and work packages. They inform the project manager about the status of their tasks and promptly point out problems or obstacles that have arisen. If deviations from the plan occur, they propose appropriate corrective measures and implement them in consultation with the project manager.

When organizing work on a project, it is necessary to solve two main tasks:

forming a project team;

organizing effective team work.

Depending on the specifics, size and type of the project, from one to several dozen organizations and individual specialists can take part in its implementation. Each of them has its own functions, degree of participation in the project and degree of responsibility for its implementation. Depending on the functions they perform, it is customary to group specialists and organizations into very specific groups. project participants, which includes customers, investors, designers, resource suppliers, contractors, consultants, licensors, financial institutions - banks and, finally, the project team working under the leadership of the project manager - the project manager.

It should be noted that project participants are a broader category than the project team.

The project team– this is a group of employees directly working on the implementation of the project and subordinate to the project manager; the main element of its structure. This group is created for the duration of the project and disbands after its completion.

There are two basic principles for forming a team to manage a project.

Leading project participants - the customer and the contractor - create their own groups, which are headed by project managers from the customer and the contractor, respectively. These managers report to a single project manager. Depending on the organizational form of the project, the manager from the customer or from the contractor may be the manager of the entire project. The project manager in all cases has his own staff of employees who coordinate the activities of all project participants.

To manage the project, a single team is created headed by the project manager. The team includes authorized representatives of all project participants to carry out functions in accordance with the accepted distribution of areas of responsibility.

Figure 11.1 shows the structure of the project team management system.

A project team requires its members to have a combination of complementary skills that fall into three categories:

technical and/or functional, i.e. professional skills;

problem solving and decision making skills;

interpersonal skills (risk taking, helpful criticism, active listening, etc.).

Figure 11.1 - Structure of the project team management system

The main characteristics of the team are:

• structure;

  group processes.

Compound is a set of characteristics of team members that are important for analyzing it as a whole. For example, number, age, sex composition, etc.

Structure is considered from the point of view of the functions performed by individual team members, as well as from the point of view of interpersonal relationships in it. The structures of preferences, power and communications are distinguished.

TO group processes include such indicators of dynamics as the process of development, group cohesion, the process of group pressure, and decision making.

Factors that determine the principles of forming a project team.

Project specifics. The project team is organized for its implementation, therefore such a characteristic as the specifics of the project is one of the main ones in the formation of the team. The specifics of the project determine the formal structure of the team, which is approved by management; role composition; a list of knowledge, skills and abilities that team members must possess; terms, stages, types of work on the project. Obviously, the team for the implementation of a construction project should include designers, builders, suppliers, etc., and the team of a scientific project should include scientists, experts, specialists in the field of relevant knowledge, etc.

Organizational and cultural environment. The organizational and cultural environment of the project team is divided into external and internal. External includes the project environment in all aspects. The internal environment, or organizational culture, of the team itself includes such characteristics as team norms accepted and shared by all participants; ways of distributing power; cohesion and connectedness of team members; characteristic ways of organizing and conducting team interaction (team processes - coordination, communication, conflict resolution and decision-making activities, establishing external relations); organization of role distribution.

Features of the personal style of interaction of its manager or leader with other team members. These characteristics are based on the concept of “leader type,” which is understood as the characteristic features that determine the entire system of relationships between the leader and subordinates.

The modern concept of leadership emphasizes its value as increasing the ability of subordinates to self-leadership. The most adequate leader is the one who can lead others in such a way that they lead themselves.

An effective team can be characterized by generally accepted criteria for the effectiveness of any organizational structure, but there are specific features that are unique to a team. Efficiency is distinguished from the standpoint of professional activity on the project and the organizational and psychological climate of the activity.

Professionally, efficiency is, first of all, the focus of the entire team on the final result, initiative and a creative approach to solving problems. High productivity and focus on the best solution, active and interested discussion of emerging problems complement her characteristics.

From the standpoint of the organizational and psychological climate, a team can be called effective in which:

informal atmosphere;

the task is well understood and accepted;

its members listen to each other;

discuss tasks in which all members participate;

its members express both their ideas and feelings;

conflicts and disagreements are present, but expressed and centered around ideas and methods rather than personalities;

the group is aware of what it is doing, the decision is based on consensus rather than majority voting.

When these conditions are met, the team not only successfully accomplishes its mission, but also meets the personal and interpersonal needs of its members.

According to the results of many surveys of project managers in Russia and abroad, up to 80% of success in project implementation is due to the well-coordinated work of the project team, which, in turn, is ensured by the correct distribution of roles among the participants. Many project managers focus on “technical” roles such as database designers, network specialists, user interface experts, etc. These are all important, but you also need to think about the “psychological” roles that one or more team members may play. This article reviews some of the most prominent approaches in this area.

At a larger level, the roles performed by project team members can be divided into 3 groups:

• roles focused on completing team tasks;
• roles focused on creating/maintaining team work;
• individual roles (non-functional).

In order for the team to work effectively, the roles of the first and second groups are equally important. It is not enough to focus only on completing project tasks; it is necessary that team members<работали>and to maintain the team as such. The roles of the third group are destructive from the point of view of team interaction. To define roles, you can use a role definition matrix, completed, for example, during a meeting or periodically as the project progresses.

Team Task-Oriented Roles

Identifies problems: defining the overall objectives of the group.

Looking for information: requests factual information about the group's tasks or methods of performing them, and asks for clarification regarding proposals.

Provides information: offers information for use in solving problems, clarifies suggestions.

Looking for opinions: requests opinions regarding the issue under discussion.

Expresses opinions: makes statements on the issues discussed.

Checks feasibility: compares proposed solutions with the real state of affairs.

Roles focused on creating/maintaining team work

Coordinates: explains statements and shows their connection with other statements, analyzes the proposed options.

Harmonizes: settles disputes and disagreements, emphasizes commonality of views.

Orients: Helps the group stick to the plan, detects deviations, and suggests procedures to improve the group's performance.

Supports and inspires: expresses approval of the proposals of other participants, demonstrates a warm and sensitive attitude towards them.

Accompanies: consistently moves through all stages together with the team, accepts other people's ideas, and expresses agreement.

Individual roles (non-functional)

Blocks: interferes with the work of the group, causing disputes, providing unreasoned resistance and disagreement. Later he returns to forgotten questions.

Avoids work: dozes, does other things, talks with others, etc.

Going off topic: turns discussions into personal conversations, launches into a long speech on a short issue, etc.

The classic approach to the distribution of roles between project team members was proposed by Dr. R.M. Belbin (R. Meredith Belbin). In every project team that strives to effectively organize its work, regardless of its size, the following 8 roles must be performed:

• Chairman (chairman) – chooses the path along which the team moves forward towards common goals, ensuring the best use of its resources; knows how to identify the strengths and weaknesses of the team and ensure the maximum use of the potential of each team member. One might think that such a person is usually the official project manager; however, in self-managed teams it can be anyone.
• Shaper – gives a complete form to the actions of the team, directs attention and tries to give a certain framework to group discussions and the results of joint activities. Such a person may have the official title of “architect” or “lead designer,” but the main thing is that this role is “imaginary.” In a hopeless project, it is especially important to have a single and clear understanding of the problem and its possible solution.
• Idea generator (plant) – comes up with new ideas and strategies, focusing on the main problems facing the group. It seems to me that the title “provocateur” is more suitable for such a role - a person who tries to introduce radical technologies into the team, to look for new solutions to technical problems.
• Critic (monitor-evaluator) – analyzes problems from a pragmatic point of view, evaluates ideas and proposals so that the team can make balanced decisions. In most cases, such a person acts as a “skeptic,” balancing the optimistic proposals of the designer and the idea generator. The critic is well aware that new technologies do not always work, vendor promises about the capabilities of new tools and languages ​​sometimes do not come true, and things may not go as planned.
• Company worker – turns plans and concepts into practical operating procedures, systematically and effectively fulfills accepted obligations. In other words, while the designer puts the finishing touches on major technological solutions, the idea generator proposes radical new solutions, and the critic searches for flaws and shortcomings in these proposals, the worker bee is the person who works quietly and produces a mountain of tons of code. Obviously, any hopeless project needs at least a couple of such bees, but by themselves they are not capable of bringing success to the project, since they do not have the necessary breadth of outlook.
• Team worker – maintains the strength of spirit in the project participants, helps them in difficult situations, tries to improve the relationship between them and generally helps to raise the team spirit. In other words, such a person plays the role of a “diplomat” in the team.
• Resource Investigator – discovers and communicates new ideas, developments and resources available outside the project team, establishes external contacts that may be useful to the team, and conducts all subsequent negotiations. The team provider has many friends and connections within his organization with whom he can beg or borrow the necessary resources. The main thing is that the earner loves his work.
• Final (c·ompleter) – supports the team's persistence in achieving goals, actively seeks to find work that requires increased attention, and tries, as far as possible, to rid the team of errors associated with both activity and inactivity. This person plays a dominant role during system testing in the final phase of the project life cycle, but his role in earlier phases is also important. The team needs to be reminded from time to time (or better yet, every day) that they are not making a career for themselves for life, but are just participating in a project with strict deadlines and intermediate milestones that must be achieved on time so as not to fail the project.

An interesting approach was proposed by Rick Barrera, a PMI member and project management specialist. He identifies 4 main categories of participants, different in type of behavior. These are directors, socializers, relaters, and thinkers.

Managers are highly efficient and focused on the success of the project. They are unlikely to agree to do any other things while there is unfinished work. “Everyone’s friends” are engaged in collecting information and communicating with colleagues. Only after this they begin to do the work. “Personal friends,” like “everyone friends,” communicate with other team members, but do so face to face. Thinkers prefer to do all the work alone, analyzing and making sense of information, announcing the results only after all the work is completed.

To achieve the best results in selecting a project team, you should maintain an equal balance of performers in each category and avoid dominance of one of them. It should be assumed that the project manager will want to assemble a team of specialists close to himself in spirit - equally impetuous, or, on the contrary, judicious, although in this case it will be difficult for the manager to organize the full-fledged work of the team. The formation of a corporate culture depends on the diversity of project team members, their interests and ambitions.

Each category has undeniable strengths, which under certain conditions can turn into their weaknesses. For example, managers are so eager to get the job done that they often present an unfinished version of the project. “Everyone's Friends” offers a large number of ideas, many of which are unrealizable. “Personal friends” often distance themselves, doing work away from others, thinkers are too closed.

To ensure effective teamwork, the project manager must identify all categories of participants in order to select the exact roles for each team member and make his work environment as comfortable as possible. After all, for example, if you forbid “everyone’s friends” to communicate with other team members, they will not be able to present any results of their work. Otherwise, the work of such a team member can be very productive. Having achieved this, the manager can count on greater efficiency of his team. At the same time, he himself must possess the qualities of each group, understand the motivation of his employees and have a long-term vision of the development of the project team.

In addition, the manager must be able to predict stressful situations when the behavior of all team members changes. In such a situation, thinkers can get lost, but leaders, on the contrary, are able to show excellent results. If a manager has a long-term vision, he will be able to easily respond to all design changes, especially now, in conditions of strong competition, with constant changes of customers and changing technologies.

At the end of the article, we provide a comparative analysis of the considered approaches to the distribution of roles in teams.

Distribution Tasks – Team	Distribution according to Dr. Belbin	Distribution according to R. Barrera
Task-oriented roles	Chairman Designer Idea's generator Critic worker bee Breadwinner Final	Supervisor Thinker
Team oriented roles	Support of the team	Everyone's friend personal friend
Non-functional roles	–	–

The project manager's activities are aimed at extracting maximum benefit from the activities of his employees. At the same time, any pressure should be avoided so that the strengths of team members can be revealed to the maximum extent and do not turn into weaknesses of the team, as well as develop team spirit and effective communication skills.

The project team is a group of people on whom its success depends. Two main tasks are solved when thinking through a new idea: assembling a team and preparing it to work effectively. Since organizing a project team is an important and responsible event, we will dwell on this issue in more detail.

The essence of the term

Directly depending on the specifics, type, and scale of the initiative under consideration, both individual professionals and several different organizations can take part in the work. All of them are members of the project team in the broad sense of the term. Among the representatives of the initiative group are:

• investors;
• direct customers;
• financial enterprises;
• designers;
• business consultants;
• suppliers of resources and materials;
• various contractors.

Each of them performs certain functions and is responsible for a specific part of the work. A microgroup is allocated from all employees that will resolve certain issues throughout the development and implementation of an innovative idea.

An effective project team is the specialists involved in the direct implementation of the new initiative, reporting to the project manager. Its creation is a prerequisite for the successful implementation of an idea that contributes to the creation of a unique product.

Important points

The project team is a team that is formed before the implementation of the initiative “in life”. He disbands immediately after he successfully completes the task assigned to him.

The composition of the project team is selected by professionals, which is an expensive and time-consuming process. It is necessary to establish friendly and efficient relationships between group members in order to expect the desired result. In some cases, to save material resources, a working group is created in the company. The purpose of her work is to perform a specific task that is relevant at a specific point in time for the organization.

Operation

The structure of the project team and its number varies depending on the specifics of the idea being implemented.

Each participant is responsible for a certain part of the project, while also pursuing personal interests.

Creating a project team involves not only the formation of a group, but also joint learning and communication. This approach helps to obtain the desired result. With a favorable psychological climate between the participants, decisions are made mobile and balanced. Like-minded people take into account external and internal factors, so the process of implementing the idea into life is accelerated.

Creation principle

How is the project team formed? This group has a number of significant differences from a stable group of workers. Since it performs certain functions only for a specific time period. There are certain principles for its formation. Let's look at this issue in more detail.

The main players of the idea (contractor and customer) create their own groups, led by professional managers. By mutual agreement between the parties, the manager is a manager from the customer or from the contractor.

The development of the project team contributes to achieving the assigned task in the shortest possible time. The managerial function of managers is to perform the following tasks:

• in planning the implementation of the initiative;
• providing the idea with the necessary personnel;
• systematic monitoring of activities;
• motivating employees to achieve a certain result.

Specifics of idea implementation

The project is determined taking into account the specifics of the initiative being implemented. The number of required specialists and the requirements for their skills and abilities directly depend on this.

The project team is a single mechanism, the coherence of which determines the timing of the necessary work. For example, if you plan to implement a plan in the field of healthcare, the team will need certified medical administrators and doctors.

The construction team of the project consists of designers, architects, builders, and suppliers, without whom it is difficult to imagine this sector of the economy.

Organizational and cultural environment

External factors have a significant impact on the operation of the enterprise. Internal elements include the following aspects: cohesion among partners, collective work norms, distribution of functional responsibilities, communication skills.

Competent management of the project team helps to minimize such influences. A significant difference between a team and a classic type of work collective is its functioning on the basis of professionalism and business qualities, rather than the application of a typical hierarchical principle.

Formation methods

New initiatives can appear both within one organization (company), and in the collaboration of several small companies at once. That is why the formation of a project team is carried out in different ways. This is an important condition.

Depending on the goal of the project team, certain tools and approaches are used. For example, when the essence of the plan is related to restructuring, expansion, modernization within a specific enterprise, the project is part of the daily work of the manager and specialists selected for the work.

Classic model

The manager appointed as the head of the company, in addition to his main functional responsibilities, also manages the idea and implements this specific plan.

He has full access to the required personnel, the authority to coordinate all actions, and plan the stages of work. In the overall organizational structure of a company, when thinking through a new idea, a separate structural unit is allocated.

This model is a classic form; it is used mainly in large enterprises. It involves prioritizing innovation over day-to-day activities, since the manager is not concerned with the typical hierarchy established in the company. The manager and key team members are temporarily released from performing their immediate functional responsibilities. The head of the company or his deputy is appointed as the curator of the group.

Mixed form

It is suitable for medium-sized companies. The essence of creating a project team is that innovation is led by an outside manager. It is he who is responsible for the successful implementation of the idea. To complete the task assigned to him, such a specialist can involve employees from other departments in the project. The difference is that, in addition to working on innovation, they continue to perform core responsibilities.

If the idea is being implemented by several companies at once, the project team includes representatives of all those interested in the success of the enterprise. The standard organization of the process is that for each idea a separate group of performers is created.

Basic approaches to creating a team

Currently, four basic principles are used:

• goal-setting;
• interpersonal;
• role-playing;
• problem-oriented.

The first involves setting the ultimate goal as a guideline for the work of the project team, and preliminary thinking through ways to achieve it.

The interpersonal principle consists of increased attention to the relationships between team members. The success of work directly depends on the establishment of communicative relationships of trust, therefore the project manager often resorts to the help of a professional psychologist.

The role principle is aimed at dividing basic powers between group members, giving each person his own rights and responsibilities.

The last principle promotes the resolution of all controversial issues within the framework of joint disputes, which significantly speeds up the implementation of the plan and increases its effectiveness.

Employee selection criteria

Special attention is paid to the experience and professionalism of the people who will be involved in the development and implementation of new products that are important for the company. Employees involved in the project must be proactive and ready to take responsibility for the decisions they make. The desire to devote the maximum amount of time to work, as well as independence in planning stages of activity, is welcomed.

There are no special requirements for the age composition when creating a project team. In order to unite the new small team, the manager organizes joint events: holidays, hiking trips, corporate parties.

The structure is developed taking into account the functions performed by specialists, as well as the relationships between them. Among those influencing the efficiency of achieving a goal, we note group pressure, dynamic indicators, and thinking through joint decisions. Among the factors that negatively affect the speed of project implementation, we note the lack of a clearly formulated goal, work plan, constant internal conflicts, as well as insufficient resources and disinterest of the manager in promoting the project.

In the realities of our country, when valuable specialists from other departments are attracted to the team, various conflicts arise between department heads and managers. The greatest difficulties arise for young and promising employees who receive a responsible task from their manager. The problem in such situations must be resolved through constructive negotiations, and management must place the right emphasis on the team.

Stages of formation and the cycle of “life”

After the emergence of an interesting idea until its successful implementation in reality, several successive stages occur at once. At this time, relationships between private owners are being established, friendly and effective cooperation is being built. The manager monitors the processes occurring within the group, prevents conflicts and misunderstandings, and orients participants towards the final result.

At the orientation stage, an initial superficial acquaintance of all members of the new group takes place. They are in a state of uncertainty and uncertainty about their strengths and capabilities, so it is important for the leader to create the right attitude at this stage.

The manager not only guides his like-minded people, but also answers questions, creates a list of rules, a goal, and methods for achieving it.

In the process of communication, conflicts and disagreements arise regarding the distribution of functions in the team. The leader needs to reduce the duration of this phase and distribute roles among group members in the shortest possible time.

The passion of each employee, his desire to show initiative, independence and originality when planning the main stages of activity directly depends on the interest of the manager himself.

At the stage of cooperation, it is assumed that a trusting relationship will be established, a clear distribution of roles, and consistent work on thinking through the work plan.

The working stage is the time of immediate implementation of all ideas into real life. Its duration is related to the specifics of the idea under consideration, as well as the material capabilities of the company implementing the project.

The final stage is an assessment of the effectiveness of the project, the completeness of achieving the goal set at the beginning of the work.

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 PMC is to perform 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 start of joint work, 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.

Project implementation is a team activity. 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 are also positive aspects - 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: the best conditions for effective project management, the project manager has great powers, 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.