Who is on the project team of an educational project. About project teams and project teams. Stages of existence of the ILC

The project team is a temporary group of specialists created for the duration of the project. The main task of this group is to ensure that the objectives of the project are achieved. Created in a targeted manner for the period of the project. Also includes all external contractors and consultants.

Project management team - members of the project team who are directly involved in project management, including representatives of some of the project participants and technical staff. On smaller projects, this team may include almost all members of the project team.

The main task of the project management team is the implementation of project management functions for the effective achievement of the project objectives. Project teams can exist on different levels organizations: board of directors, management teams involved in planning or reorganization, project teams.

In practice, there are three main models for the formation of a project team:

1. Involvement of managers or specialists to work on the project in combination with the main work. This model is chosen for projects with limited time and resources. The management of the enterprise appoints a project manager from among the full-time employees. At the same time, the project manager continues to fulfill the duties of the main position and part-time manages the project team. He is granted the rights to access the necessary information and to plan and coordinate the use of resources required for the implementation of the project. Problems with this model may lie in the fact that the project manager can only to a small extent influence employees from other departments due to the priority of their subordination to line managers of departments. Increased workload due to work on the project and in the main position can lead to negligence on project assignments.

2. "Enterprise in the enterprise" (classical model). This model is chosen for complex and voluminous tasks and the need for close integration of the project with the main activity of the enterprise. Work in the project team has a clear priority over the relationship of subordination to the heads of traditional departments. The project is supervised directly by the management, and the leader and individual employees of the project are fully or partially exempted from their normal activities.

3. Mixed shapes. Most often, this model is used in medium-sized enterprises executing projects. At the same time, as a rule, an experienced project manager is selected to manage the project (possibly from outside) and, depending on the project, qualified specialists from functional units are involved in combination with the main work (for certain tasks, specialists from outside may also be involved for the duration of a specific tasks). All responsibility lies with the project manager, who usually has support from the management of the enterprise.

Another option is to appoint one of the top executives of the company as the project coordinator. At the same time, for operational work on the project, he is usually allocated a young and promising employee, who in the future can lead the direction related to the project.

The place and role of the teams in the project is determined by the goals of the individuals and representatives of the project participants included in them, the degree of participation of the team in the project processes and its responsibility. The composition and functions of the project management team depend on the scale, complexity and other characteristics of the project, however, in all cases, its composition should ensure a high professional level of all the duties assigned to it.

The culture of the project management team of various types in general case includes national, corporate, organizational and professional. According to the degree of involvement in the project in the team, three groups of participants can be distinguished:

the main group - specialists who directly work on the implementation of the project in close contact with each other and know each member of the group;

the secondary group, which is larger than the main group, brings together specialists and organizations that provide assistance to members of the main group, but are not directly involved in the implementation of the project and the achievement of its goals;

auxiliary (tertiary) group - people who influence the members of the main and secondary groups and the progress of the project, but do not enter into direct cooperation with them.

Main stages life cycle project teams

Domestic experts distinguish five stages in the life cycle of the project team:

1. Formation. At this stage, team members get to know each other. The project manager is engaged in the formation of favorable relationships and effective interaction in the team, rallying the participants on the basis of the main goal of the project, the development of common norms and the harmonization of values ​​begins. In addition, the manager builds effective relationships with the environment and external project participants.

2. The stage of participants' workability. In the process of joint work on the project, differences in the approaches and methods used by the participants appear, difficulties and conflict situations arise in the work of the team. The project manager pays special attention to the formation of constructive positions among the project participants in solving emerging problems and the optimal distribution of roles in the team.

3. Stage of normal functioning. By this stage, the participants already have a sense of the team, they all, as a rule, understand what is required of them to achieve a common goal, and perform a part of the work defined for them within the framework of the project. This stage is the longest and most productive for the project. 4. Stage of reorganization. At this stage, the manager, as a rule, makes changes in the quantitative and qualitative composition of the team. This is due to various reasons, including changes in the volume and types of work, the need to replace some workers due to their unsuitability, the need to attract new specialists or temporary experts.

5. The stage of disbanding the team. Upon completion of the project, the team is disbanded. Two typical scenarios for the development of events at this stage are as follows.

In the first case, when the team achieves success in the implementation of the project, all its members get satisfaction from working together and are ready for further cooperation. When opening a new project, the manager, as a rule, invites the same people to the team.

In the second case, when the project is unsuccessful, the team is disbanded and, most often, no longer gathers in this composition.

The experience of implementing various projects shows that the optimal period of work for a project team is 1.5–2 years. Then its effectiveness drops. To solve this problem, experts recommend periodically returning project participants back to functional units and attracting new employees.

The project team- a set of individuals and groups involved in the implementation of the project and responsible to the leader or project manager for their implementation. For large and medium-sized projects with tens, hundreds, thousands of participants, the project team is often understood as the project management, consisting of a project manager and managers responsible for individual areas of activity (functions). A typical composition of such a team is shown in Fig. 6.1. For small projects, where the number of participants directly involved in the implementation of project tasks does not exceed 10-12 people, all of them belong to the project team.

The team is the main element of the project structure, since it is the team that ensures the implementation of the project intent.

To organize an effective project team (as opposed to a simple group of people working on loosely related tasks), the following conditions are necessary:

• determining the composition of the project team, as well as a clear description of the roles and responsibilities of its members;
• clearly defined and understandable project objectives;
• a realistic plan and timing of the project;
• reasonable and acceptable rules (procedures determining information flows, communications, organization of team meetings, etc.);
• leadership role of the project manager.

If any of these conditions are not met, the achievement effective work commands become more difficult.

Rice. 6.1.

The concept of team synergy and team effectiveness

If we understand a team as a group of people working together to achieve a common goal, the main thing will be lost, which makes the team the most chain resource of the project. There is a significant difference between teams and groups. II it consists in that. that the team has the property of synergy.

The term "synergism" comes from the Greek "synergos" - teamwork. There are positive and negative synergies. The essence of positive synergy lies in the phrase: "The whole is greater than the sum of its individual parts." Accordingly, with negative synergy, the whole is less than the sum of its individual parts. Symbolically, these two states can be written as follows:

• positive synergy: 1 + 1 + 1 + 1+1 = 10;
• negative synergy: 1+1+1+1+1 = 2 (or even -2). Thus, positive synergy provides a situation where the overall productivity of the group is significantly greater than the simple sum of the productivity of its individual members.

Illustrating the concept of synergy, American researchers K. Gray and E. Larson cite the following story of one of the project managers: "We did not work as a single large team, but split into several subgroups, according to specialties - marketing, systems, etc. mutual criticism and claims to each other.When the work on the project began to fall behind schedule, everyone began to make excuses and blame others.After a while, we stopped talking to each other and communicated only through Email. As a result, we were dispersed and another team was invited to save the project. It was one of the worst projects of my life." However, the same manager also recalled a positive case: "The team was full of enthusiasm. Of course, we all had our problems and mistakes, but we did not avoid or hide them, and sometimes we managed the impossible. We all lived a project and needed each other. At the same time, everyone tried to work as best as possible and this provoked others. It was one of the most exciting episodes in my work."

Thus, synergy is a sign of highly effective work of the project team. Characteristics of effective teams with positive synergy, can be represented as follows.

• 1. Each team member has a sense of a common goal, each team member is ready to work towards achieving the goals of the project.
• 2. The team knows which of its members have what abilities and knowledge, and uses them to work on the project in accordance with the need. The team readily submits to and recognizes the authority of those whose knowledge and qualifications are essential to the immediate task.
• 3. Team members are treated equally and work as equals to help achieve goals and maintain cohesion and good morale.
• 4. The energy of the team is aimed at solving problems, and not at sorting out relationships and competition. Different opinions and the free exchange of them are encouraged.
• 5. To encourage creativity and the ability to take risks, mistakes are viewed as learning opportunities rather than punishment.

Team members personally set high performance criteria for themselves and encourage each other to achieve the project goal.

6. Team members consider it an integral part of themselves and an important source of both professional and personal growth.

Effective teams lead the way, drive technology breakthroughs, create brand new products, exceed customer expectations, and deliver projects ahead of schedule and at lower cost, while high quality. Their members are bound by interdependence and common purpose. They trust each other and demonstrate a high degree of cooperation.

To ensure the effective work of a team with high synergy, it is first necessary to plan its composition and determine the desirable psychological and professional characteristics of its members. Most often, project managers do not do this on purpose or replenish the team as new tasks appear that cannot be solved by the efforts of its existing members. In some cases, the project manager knows the composition of the team, but does not consider it necessary to introduce its members to each other; as a result full squad command is known only to him. Such behavior indicates, at least, a misunderstanding of the importance of joining efforts to achieve maximum synergy.

A high level of team synergy is achieved when the following conditions are met:

• clarity of project objectives;
• realistic plan;
• acceptable organization rules design work;
• project manager leadership.

Consider the features of the implementation of these principles in the practice of project management.

Clarity of purpose project means that the objectives of the project in general terms are known from the very beginning to all members of the project team. However, teamwork is needed to detail the project goals, clarify and quantify them, and to develop clear definitions and descriptions of goals that would be clear to all team members, accepted by them and for the implementation of which they would be ready to bear responsibility.

Realistic plan means that effective teamwork depends to a large extent on the existence of a project plan and project schedule, which should reflect the real ability of team members to complete the planned work on time. The team must have a thorough knowledge of the project plan and schedules for which they are willing to be held accountable and committed to adhere to.

Acceptable rules for organizing project work are needed to avoid confusion and clarity about how and by whom the project should be planned, how to launch the start of work and how to evaluate, account for the work performed, resolve conflicts, etc. Each organization should have its own set of procedures that cover all important areas of the project and its environment. In large projects, such procedures are usually established for each specific project, based on its specifics and goals, and distributed in the form of a brochure, instruction, memo, or similar document to all team members. Where possible, it is desirable that the project procedures in the form reproduce the well-established corporate procedures and practices of performing work in the organization that are familiar to people, while not duplicating or contradicting them. However, the organization's rules for the execution of work should not be considered as an eternal and unchanging law: as necessary to achieve the goals of the project, they can change if these changes contribute to their achievement.

Project Manager Leadership means that the project manager should lead the project, become its leader. Successful project managers use different methods and means of achieving leadership, which, on the one hand, depend on their personal qualities, experience, communication skills and training, and on the other hand, on the characteristics of the project and its environment.

The leadership of the project manager is evaluated according to the following parameters.

• Leader behavior. A project manager cannot rely on one particular style of behavior to influence the behavior of others. Various situations call for different approaches Therefore, leaders must respond flexibly to changing work circumstances and the psychological state of employees.
• Methods of motivation. It is necessary to know the needs of the team in order to successfully identify motivators and plan work so that their needs are met to the maximum extent possible.
• Interpersonal and organizational communication. Conflict situations occur regularly. Informal meetings can be helpful in solving problems and resolving conflicts.
• Ability to make group decisions. Making decisions with the participation of team members allows you to use the knowledge and experience of team members, increases the motivation of their work, strengthens the unity of the team, and finally (and most importantly!) Allows you to make better decisions.

1. The project team(KP) - organizational structure project created for the period of the project or one of the phases of its life cycle. The task of the project team management is to develop policy and approve the project strategy to achieve its goals. The project team consists of persons representing the interests of various project participants.

2. Project management team(PMC) - the organizational structure of the project, which includes those members of the CP who are directly involved in project management, including representatives of some project participants and technical staff. In relatively small projects, the PMC may include almost all members of the PC. The task of the PMC is to fulfill all managerial functions and work in the project in the course of its implementation.

3. Project management team(KMP) - the organizational structure of the project, headed by the manager (chief manager) of the project and created for the period of the project or its life phase. The project management team includes individuals directly performing managerial and other project management functions. The main tasks of the project management team are the implementation of the project policy and strategy, the implementation of strategic decisions and the implementation of tactical (situational) management.

The classification of project teams depending on the purpose of the project teams, the forms of their existence and the content of the work is given in Table 6.7.

Table 6.7 - Examples of classification of project teams

Types of Teams: KP - project team; UK - management team (group).

Questions for self-control

1. Specify the main aspects of team building.

2. Explain the concept of "group dynamics".

3. Describe the stages of development of the project team.

4. Specify and explain the types of project teams.

5. Indicate the main provisions for the creation and formation of a project team.

The project as a form of organization of activities provides for such a phenomenon as teamwork. Each project participant solves individual tasks that the project manager sets, but there are tasks that can be solved exclusively in collective interaction. Even the elementary decomposition of the key project task is fully produced in the collective work. The formation of the project team is an important part of the pre-launch preparation and an essential block of work during the project implementation period.

Project team features

The project team performs two main functions. Firstly, its actions are aimed at solving the problem of the project: searching for information, developing solutions, participating in final discussions, etc. Secondly, the team acts in support of the project manager and comrades (the most important thing here is the ability to listen, support and encourage others).

The effectiveness of the team should be defined as the ratio of the result of the solved problem and the totality of efforts aimed at creating a team and leadership. Economic expediency command methods work does not always allow them to be used. But the features of the project task are very favorable for the success of team activities.

Building and managing a project team is a time-consuming and costly undertaking. Time and money are spent on planning and selecting team members. The formed group must be developed to the command level, and then managed, which also entails certain costs.

The PM must do everything right and at the right time put energy into building team spirit. In this case, synergy will not keep you waiting, and the best features of the team will appear. Below you will find the main features of the project team and its differences from the working group.

Main features of the project team

When implementing a project, the moments of breakthrough decisions and actions are very important, when the efforts of the participants are mobilized. In a team team, due to its nature, it is easier to generate innovative ideas. The project team is better able to solve complex problems and challenges that arise at the intersection of industry and managerial competencies. The project team has more opportunities for bold, probably even risky decisions than each of its members individually, since the overall experience and vision of the situation are stronger in the team. Let's continue the list of features of teamwork:

• together it is easier to get out of confusing impasses;
• roles are more rationally distributed, interpersonal friction is reduced;
• there are psychological advantages: a feeling of comradely support, a sense of pride in joint achievements, recognition in the team;
• provides direct access to information without distortion;
• the features of the team members that pop up in the form of shortcomings are quickly translated into a constructive channel;
• team members quickly learn from the mistakes made;
• the team is able to easily process and absorb external initiative, ideas, help, turning them to the benefit of the common cause;
• if one of the team members begins to experience uncertainty, this is quickly fixed and compensated.

Standard interpretation of command set procedures

In the human resource management section of the PMBOK manual, recruitment of the project team is given close attention. “Recruitment” is part of the Project Staffing Plan. It deals with the issues of recruitment sources for the team, the remoteness of members relative to each other, the cost of resources and the degree of participation of the personnel service in the recruitment.

The formation of the project team is described by a separate process responsible for the selection and recruitment of its members. The main result of the process is the description and management of the selection of team members with the assignment of areas of responsibility for creating an effective team. The following is a visual model of the project team recruitment process.

Process data flow diagram of a set of project team

The selection of a team, the recruitment of its members for successful functioning requires taking into account several circumstances. The first thing to consider is the possible resistance of functional leaders to the selection of their employees to participate in the team (whether partially or in full). The project manager must be prepared to negotiate effectively with officials companies and be able to influence them.

During the recruitment of the team, its human resources should become sufficient so that the failure of the project task does not occur. The ability to recruit people with necessary competencies and the required number is one of the most important characteristics of PM. Any restrictions in solving the typing problem are a subjective illusion, since general composition internal and external possibilities should be considered inexhaustible. The only issue that matters is the cost of resources.

The inputs to the team recruitment process are: the human resource management plan, the company's environmental factors, and the organization's process assets. In the interpretation of PMI, the selection of team members and their recruitment is carried out in several stages. In agreement with some of the company's employees and external parties, their preliminary appointment is made, which facilitates the start of the recruitment process. Next comes the negotiation process with the heads of functional units, managers of other projects or external potential executors.

The recruitment of the team is carried out either exclusively by the PM itself, or with the involvement of the personnel service, as well as external recruiting agencies, based on the results of the plan and internal corporate capabilities. Team selection is carried out based on the results of the analysis of recruitment decisions based on a variety of criteria, such as:

• availability;
• expenses;
• experience;
• capabilities;
• knowledge;
• skills;
• attitude;
• international factors.

Team Recruitment

For the selection and recruitment of team members, the status of the project is important. It also matters what organizational structure project activities formed in the company. The most important projects for strategic implementation receive a special status, and the project manager has full carte blanche to attract any personnel he needs. realities Russian practice project management in organizations of a commercial-industrial type are such that the priority of the project can only exacerbate the existing contradictions.

For the project manager in strategic plan Harmonious relationships with functional leaders are of great importance. Choosing for your project the best specialists, it is easy to acquire "ill-wishers" who tomorrow may turn out to be users of the products of new design tasks. Therefore, the selection of team members is a very delicate issue, despite the rigidity of the deadlines and requirements for the quality of its solution. Given the above, it is difficult not to express a personal position from practical experience. It seems that there is an ethically verified solution. Oddly enough, it lies in the task paradigm of managerial interaction.

The task is the result of two expressions of will: the director and the responsible resource. The setter of the task shows the world the intention to achieve the result. He, as it were, lays it out for viewing by a narrow circle of potential performers. And if among them there is a person whose internal tasks are synchronous with the task of the director, a combination of two good wills arises. Thus, the emergence of volunteers significantly mitigates the power-administrative tensions during recruitment.

Any of the readers of this material has the right to declare the unreality of such a concept, since good resources are always in short supply. And he will be right, but only in the local part, if you look at the resource from the point of view of the exclusive interests of the employer. The expansion of the springboard for the resource provision of the team with personnel is always in two directions. The first direction is the internal motives and tasks of the resource itself. And the second - external environment, which is inexhaustible, especially considering the international aspect. When recruiting a team, the following factors should also be considered.

1. The lack of fear of problems in the face of uncertainty in the candidate for the team.
2. The workload of a specialist, taking into account the risks, can grow into overload.
3. Experience of a “winner” in other project activities that enhances the credibility of the project by attracting such experienced participants.
4. Good political connections of the candidate with units important to the project.
5. Initiative, enterprise and ambition of the candidate for team members.

Team formation stages

The formation and development of a team is a process that has a certain duration. Team, from which strong personalities and specialists, no matter how it was collected, it cannot become highly effective overnight and immediately give excellent results. The project manager should, with patience and consistency, guide his people along the path of becoming a community of like-minded people. What criteria can be applied to make sure the project team is up and running? Let's look at some signs:

• the goals and objectives of the project unite and bring people together in the team;
• individual and team results acquire recognized quality and unambiguity;
• the project manager has the features of not only a formal, but also an informal leader;
• respect in the team and positive attitude, conflicts are constructive and quickly resolved;
• mistakes occur, are not considered as a tragedy, the conclusions drawn exclude repetitions;
• the team is aware of the consumer and the customer of the project product and is precisely focused on meeting their needs;
• problems do not remain unresolved, and team skills allow finding optimal solutions;
• high motivation of team members to solve problems.

Features and specifics of the project team determine the stages of its formation. The most recognized is the model of the American social psychologist B. Tuckman, who proposed to distinguish five stages of team development as small group. I suggest that you familiarize yourself with these stages.

1. Formation stage. Participants get to know each other, look at each other, wait for how events will develop. The project manager is encouraged to help team members overcome uncertainty by giving simple tasks for collective execution.
2. Showdown stage. It is also an uncomfortable stage, when, having got used to it a little, people begin to act each as they can. It is advisable for the RM to calmly respond to the criticism that has arisen from each other's members, jointly discuss the results and show strengths each participant.
3. Rule negotiation stage. There comes a phase of getting used to and accepting each other, constructive dialogues and general discussions appear. The manager needs to gradually turn on his leadership and inspiring message to the team, reduce the time for arguments and organize the work to formalize the rules of collaboration.
4. Productivity stage. The team is deployed, cooperation and interaction is maximized. The project manager must maintain a businesslike atmosphere, avoid unconstructive conflicts and quickly resolve them. Constructive contradictions need to lead to positive solutions.
5. Completion stage.

In the presented article, not only the methodological foundations of the formation of the project team and the recruitment of its members are analyzed. The main features and features of the project team, in contrast to the working groups, are revealed. The main value of the material is the emphasis on the belief that each project manager has the opportunity to go beyond resource limitations and find those candidates who will make up success from individual "bricks" and team progress. It is natural that such work will require effort and time. However, the head of everything is the result, and such a delay at the start can be fully justified and compensated.

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

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

The main goal of team formation is to ensure self-management of the project implementation process and prompt overcoming of emerging problems. Establishing teamwork takes a long time, and it is not uncommon for the effective work of the team to be hindered by the actions of the management or the project manager.

When working together, the most important team problems are identified, and interaction allows you to achieve an equilibrium state that establishes a higher level of personal participation and a favorable team climate.

There are four approaches to the formation of project teams (Table 3.1).

Table 3.1 Approaches to the formation of the project team

The stages of the project team formation are illustrated in Fig. 3.1.

There are four main goals in the active part of the team building process:

changing the set of goals or priorities;

analysis and distribution of the way of work;

analysis of norms, decision-making, communications;

defining relationships between people doing 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 declared by them or hidden (latent) goals.

R is. 3.1. Stages of forming a project team

The project has the following goals:

Project participants included in the team;

Other project participants who are not part of the team;

performing organization;

project;

Teams;

Team members.

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

There are three types of project teams:

project team (KP) - the organizational structure of the project, which involves both all persons directly performing the work of the project, 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 goals of the project;

project management team (PMC) - the organizational structure of the project team, including those members of the SP who are involved in the management of the project, including representatives of some of the project participants and administrative and management personnel. The task of the PMC is to perform all management functions and work in the project during its implementation;

project management team (PMC) - the organizational structure of the project, headed by the project manager (chief manager) and created for the period of the project or one of the stages of its life cycle. Often, the CMP includes employees who perform managerial and other project management functions, as well as 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. The IMC is often referred to as a management group, simply management or top management, leadership, etc.

The lifetime of a project team is always related to its beginning and end.

There are five stages in the process of formation and activity of the project team:

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 about how to achieve the goals of the project and approaches to its implementation, which can lead to disputes and even conflicts;

3) normalization of activity - 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 built;

4) execution of plans for the implementation of the project - after the motivation of the 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 dissolution - the completion of the work of the team as the work on the project is completed requires the resolution of the issue of the future work of the team members. By the end of the project, the effectiveness of its implementation can either increase (team members concentrate on completing the task, having a fairly clear perspective on their future), or decrease (team members feel regret about the end of the joint work, especially if their future is not defined).

In practice, different teams go through these stages differently. It often happens that teams fall apart, not reaching not only the effective implementation of the project, but also the stage of normalization of activities. It depends both on internal (for example, on the general level of professional management culture in the company) and on 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 the project activity and bring the project to a successful conclusion.