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The subject of the study is a method for identifying poor quality project sprint task descriptions to improve team performance and reduce project risks. The purpose of the study is to improve the quality of textual descriptions of sprint tasks in tracking systems by implementing models for identifying and improving potentially poor task descriptions. Research Questions: 1. Can poor quality project sprint task descriptions be identified using clustering? 2. How to utilize the power of large language models (LLMs) to identify and improve textual descriptions of tasks? Objectives: to analyze research on approaches to improving descriptions using clustering and visualization techniques for project tasks, to collect and prepare textual descriptions of sprint tasks, to identify potentially poor task descriptions based on clustering their vector representations, to study the effect of prompts on obtaining vector representations of tasks, to improve task descriptions using LLMs, and to develop a technique for improving project team effectiveness based on LLMs. Methods of vector representation of texts, methods of dimensionality reduction of PCA and t-SNE data space, methods of agglomerative clustering, methods of prompting were used. The following results were obtained. An approach to improving the performance of the project team based on the use of LLM was proposed. Answering the first research question, it was found that there are no linguistic features affecting the perception of textual descriptions of project sprint tasks. In response to the second research question, a model for identifying potentially poor task descriptions is proposed to reduce project risks associated with misunderstanding of task context. Conclusions. The results suggest that project sprint task descriptions can be improved by using large-scale language models for project team understanding. Future research recommends using project source documentation and project context as a vector repository and source of context for LLM. The next step is to integrate the LLM into the project task tracking system.

Synergy in a contractor project team improves performance by integrating diverse knowledge and skills among team members, enabling the achievement of project objectives. However, according to a literature review, factors that enhance synergy among contractor project teams from the perspective of executives and practitioners have rarely been discovered, revealing a knowledge gap that needs to be filled. Therefore, the aim of this study was to identify a common structure of such factors for executives and practitioners. Data collection involved a questionnaire survey targeting large contractors in Bangkok, Thailand. Then, we compared the mean importance and rank order of synergy factors, examined differences and similarities in synergy factors between executive and practitioner perspectives using the Mann–Whitney U test, and applied confirmatory factor analysis (CFA) for the data analysis. The differences and similarities show that executives and practitioners have similar perspectives on synergy factors. The CFA results validate a factor structure that enhances synergy. This synergy factor structure for executives and practitioners can be divided into five groups, with their standardized regression weights in parentheses: coordination (0.94), organizational structure (0.92), motivation (0.80), leadership (0.75), and planning and policy (0.69). These findings contribute to the body of knowledge and the state of practice by offering a practical framework to assist executives and practitioners in contractor organizations in identifying common measures and resource allocation based on the regression weights of synergy factors. This can improve synergy among contractor project teams, potentially resulting in better performance. [ABSTRACT FROM AUTHOR]

Purpose: The use of enterprise social media (ESM) can promote knowledge sharing within project teams. However, the potential mechanism of ESM affordances influencing knowledge sharing has not been fully studied. This paper aims to develop a theoretical model to explore how individual psychological cognition and environmental factors affect ESM affordances. Design/methodology/approach: An empirical research using ESM applications was conducted in China, and 214 valid responses were collected for data analysis. Partial least squares structural equation modeling method was performed to test the theoretical model and hypotheses. Findings: The results suggest the following implications: (1) the visibility, persistence, editability and association of ESM affordances all have a positive effect on the effectiveness of knowledge sharing in project teams. (2) The psychological safety and psychological empowerment of team members have a significant positive influence on ESM affordances. (3) The project task complexity positively moderates the positive effects which the visibility and association have on the effectiveness of knowledge sharing, and negatively moderates the positive relationship between the editability and knowledge sharing. Originality/value: Based on the social cognitive theory, this paper highlights the roles of psychological cognitive factors and project task context in the effect of ESM affordances having on knowledge sharing within project teams. Moreover, it provides valuable suggestions for project managers in project and knowledge management. [ABSTRACT FROM AUTHOR]

Workplace bullying and harassment (WBH) at construction sites may impair the well-being of engineers and is thus important for project delivery. This study aimed to assess the prevalence of WBH, examine the cross-sectional associations of WBH with subjective health and work attractiveness, and investigate the moderating effects of project duration and the number of technical personnel on these relationships among a sample of engineers working at construction sites in Japan. Logistic regression analyses were conducted using 5781 responses to the "Questionnaire survey for the reduction of working hours, and fact-finding survey on the attitudes toward life (2021)", to estimate the corresponding odds ratios and 95% confidence intervals. The results indicated an overall prevalence rate of 19.5%. Negative associations of WBH with subjective health and work attractiveness were also demonstrated after adjusting for demographic and occupational characteristics. Additionally, a shorter project duration and a larger number of technical personnel ameliorated the negative association of WBH with work attractiveness. When stratified by gender, similar results were found only among men. These findings suggest that assigning high-risk groups of engineers to projects with shorter durations or a larger number of technical personnel could mitigate the detrimental effects of WBH. [ABSTRACT FROM AUTHOR]

Purpose: This article focuses on conflict management as an important aspect of team management that may reduce the benefits of a given project. Due to the constantly changing business environment and the need for organisations to be flexible in their operations, traditional methods of project management are becoming less and less suitable. As a result, agility in management is gaining recognition. Design/methodology/approach: The empirical research presented in the article was carried out using quantitative and qualitative methods. Expert interview techniques were also used, and quantitative research also involved the use of a questionnaire. The use of two research techniques was aimed at obtaining a broader view of the methods of agile conflict management used when implementing projects. Findings: The research pointed to conflict management styles and methods often used by agile project teams within small and medium-sized enterprises. However, it is not exclusively dedicated to the agile approach. In addition, the results highlight the relationship between team characteristics and problem-solving methods. the key to the success of the project is the selection of team members to meet an important condition of agile project management, i.e. self-organisation and team management. This is the starting point for making the right selection of tools and methods when solving problems. It is very important that it is a small, interdisciplinary team of professionals. In agile project teams, the most common cause of conflicts is communication errors. Teams prioritise conflicts and take action to resolve them as quickly as possible. Time and dialogue are important determinants of conflict management. Experts point out that the best way to deal with a conflict depends on the type of conflict. Research limitations/implications: An important question arising from the research is as to whether the existing conflicts can become an instrument of process and organisational innovations in small and medium-sized enterprises? Another prospect for continuing research is the possibility of involving a larger number of participants from agile teams. Originality/value: The article draws attention to the issue of agile project management within small and medium-sized enterprises, which is an issue rarely discussed. the article contains conflict resolution tips addressed to agile project teams. [ABSTRACT FROM AUTHOR]

At the outset of design projects, our approach typically involves receiving a brief that often presumes a solution. However, in people-centered innovation, our focus shifts from the object or product to the real-life situations and habits of individuals. This paradigm shift entails prioritizing the diverse experiences and contexts of our target audience. Our project teams embrace this perspective by delving into the actual experiences of users with the product. By understanding their desires, needs, and sensory encounters, we aim to offer solutions that resonate with their lived realities. This approach necessitates a deep dive into users' activities, aspirations, and genuine requirements. The paper's objective is to meticulously gather and address these needs, crafting design solutions that truly align with users' preferences and aspirations. [ABSTRACT FROM AUTHOR]

The aim of the article is to identify the features of modern approaches to the motivation of personnel of international projects to ensure competitiveness and establish, using statistical and econometric methods, the quantitative influence of individual socioeconomic factors on the performance of these employees. The socioeconomic and political situation in Ukraine due to the full-scale military aggression on the part of the russian federation requires the top management of business entities to search for and successfully use statistical and econometric methods to determine and model dependencies between socioeconomic indicators, as well as to provide an opportunity to be involved in international projects in order to obtain additional competitive advantages. In the course of the study with the use of system-structural analysis and synthesis, the stages of personnel management of international projects are determined, as well as the characteristics and functions performed by individual subsystems of personnel management of international projects are identified. According to the results of the review of scientific literature, considerable attention of scientists to the problems of motivation of personnel of international projects to ensure the competitiveness of enterprise has been revealed. Approbation of theoretical studies was carried out based on the results of the activities of JSC «Interpipe NMPP», the main types of products of which are pipes of medium and small assortment. The analytical study revealed a decrease in sales, net profit and the number of employees, which is a consequence of the company’s work in an unstable external environment (COVID, military aggression of the russian federation against Ukraine). With the use of statistical and econometric methods, the degree of influence of individual factors on the efficiency of the personnel of the specified enterprise is determined; in particular, with the use of regression analysis, the author has built econometric models of the impact of personnel development in the form of professional training and advanced training and material incentives (remuneration) on the efficiency of the personnel of the specified enterprise and its involvement in participation in international projects. The author’s vision boils down to the fact that the use of such tools for motivating the personnel of international projects as wages, vocational training and advanced training provide an increase in labor productivity and, accordingly, the formation of competitive advantages of both employees and products, the enterprise, and the country as a whole. Prospect for further scientific research is the formation of a system of non-material factors for increasing labor productivity and personnel evaluation.

The article's subject is models and methods for ranking candidates for an IT project team with uncertainty regarding competencies and requirements. The aim is to improve the quality of the IT project team by creating and applying models and a method for formalizing the task of multi-criteria ranking of candidates for the team, taking into account the uncertainty of the initial information. Tasks: to analyze the relevance of the task of creating models and methods for ranking candidates for the IT project team under conditions of uncertainty; to develop a method for multi-criteria ranking of candidates for the IT project team in a fuzzy formulation; and to solve an example of the task of multi-criteria ranking of applicants for further formation of the IT project team. The methods used are the analytic hierarchy process, the line method, and the fuzzy arithmetic method. The following results have been obtained. A method of multi-criteria ranking of candidates for an IT project team has been developed, which differs from existing methods by using fuzzy numbers to set the preferences of candidates and assess the generalized competence of each candidate based on comparisons with the reference competence, which improves the ability to evaluate candidates. This method can be used in the first stage of creating an IT project team when candidates for the team are ranked. The task of selecting candidates for further formation of the IT project team has been solved. Conclusions. The scientific novelty of the method of multi-criteria ranking of candidates for the project team is that, unlike existing methods, it uses fuzzy ideas about the preferences of candidates when assessing the generalised competence of each candidate based on comparisons with the reference competence, which allows to improve the ability to evaluate candidates. This article considers an example of using the proposed method to solve the problem of selecting candidates to further solve the problem of forming an IT project team under fuzzy evaluation.

The article's subject is models and methods for ranking candidates for an IT project team with uncertainty regarding competencies and requirements. The aim is to improve the quality of the IT project team by creating and applying models and a method for formalizing the task of multi-criteria ranking of candidates for the team, taking into account the uncertainty of the initial information. Tasks: to analyze the relevance of the task of creating models and methods for ranking candidates for the IT project team under conditions of uncertainty; to develop a method for multi-criteria ranking of candidates for the IT project team in a fuzzy formulation; and to solve an example of the task of multi-criteria ranking of applicants for further formation of the IT project team. The methods used are the analytic hierarchy process, the line method, and the fuzzy arithmetic method. The following results have been obtained. A method of multi-criteria ranking of candidates for an IT project team has been developed, which differs from existing methods by using fuzzy numbers to set the preferences of candidates and assess the generalized competence of each candidate based on comparisons with the reference competence, which improves the ability to evaluate candidates. This method can be used in the first stage of creating an IT project team when candidates for the team are ranked. The task of selecting candidates for further formation of the IT project team has been solved. Conclusions. The scientific novelty of the method of multi-criteria ranking of candidates for the project team is that, unlike existing methods, it uses fuzzy ideas about the preferences of candidates when assessing the generalised competence of each candidate based on comparisons with the reference competence, which allows to improve the ability to evaluate candidates. This article considers an example of using the proposed method to solve the problem of selecting candidates to further solve the problem of forming an IT project team under fuzzy evaluation. [ABSTRACT FROM AUTHOR]

At the outset of design projects, our approach typically involves receiving a brief that often presumes a solution. However, in people-centered innovation, our focus shifts from the object or product to the real-life situations and habits of individuals. This paradigm shift entails prioritizing the diverse experiences and contexts of our target audience. Our project teams embrace this perspective by delving into the actual experiences of users with the product. By understanding their desires, needs, and sensory encounters, we aim to offer solutions that resonate with their lived realities. This approach necessitates a deep dive into users' activities, aspirations, and genuine requirements. The paper's objective is to meticulously gather and address these needs, crafting design solutions that truly align with users' preferences and aspirations.

Synergy in a contractor project team improves performance by integrating diverse knowledge and skills among team members, enabling the achievement of project objectives. However, according to a literature review, factors that enhance synergy among contractor project teams from the perspective of executives and practitioners have rarely been discovered, revealing a knowledge gap that needs to be filled. Therefore, the aim of this study was to identify a common structure of such factors for executives and practitioners. Data collection involved a questionnaire survey targeting large contractors in Bangkok, Thailand. Then, we compared the mean importance and rank order of synergy factors, examined differences and similarities in synergy factors between executive and practitioner perspectives using the Mann–Whitney U test, and applied confirmatory factor analysis (CFA) for the data analysis. The differences and similarities show that executives and practitioners have similar perspectives on synergy factors. The CFA results validate a factor structure that enhances synergy. This synergy factor structure for executives and practitioners can be divided into five groups, with their standardized regression weights in parentheses: coordination (0.94), organizational structure (0.92), motivation (0.80), leadership (0.75), and planning and policy (0.69). These findings contribute to the body of knowledge and the state of practice by offering a practical framework to assist executives and practitioners in contractor organizations in identifying common measures and resource allocation based on the regression weights of synergy factors. This can improve synergy among contractor project teams, potentially resulting in better performance.

The aim of the article is to develop recommendations for the formation and development of highly productive project teams through the implementation of an effective motivational influence on their participants and the creation of a favorable project environment. In spite of difficult living conditions, Ukrainian entrepreneurs can ensure an effective operation of a company through the implementation of projects that allow to proactively influence the needs of society and ensure rapid adaptation to changes in the environment. The successful implementation of one’s own ideas through the implementation of projects significantly depends on the professional application of project management tools and on the effective work of the project team. The article examines the importance of transforming a group of people involved in the implementation of a project into a highly productive team. It is noted that one of the key points in the formation and management of high-performance project teams is the motivation of team members, since the success of the entire project will significantly depend on the level of interest of the participants in the implementation of the tasks. The interpretation of the concept of «motivation» is considered and the definition of motivation in the management of project teams is proposed. It is proved that in order to form a high-performing team, it is important to establish effective relationships between the project manager and all members, as well as to build an open communication environment within the team. It is important for a project manager to find individual motivation factors for each team member, to understand their needs and values in order to develop an effective motivation system. Factors that can be valuable for team members are highlighted. The article also proposes methods of motivation of team members, which a project manager, taking into account an individual approach, can use in order to form and develop high-performance teams. The factors that will contribute to the creation of a favorable environment that will allow teams to maximize the potential of each member are allocated. Active communication with each team member, effective motivational influence in accordance with the motivation factors of each participant and the creation of a favorable project environment will allow the project manager to form a high-performance team that will ensure the successful implementation of the particular project.

The article studies the phenomenon of emotional burnout in the framework of project team management. The authors of the article have considered the concept of emotional burnout, identified the causes of stress among project team members during project implementation and concluded that probability of emotional burnout syndrome can be reduced due to effective selection of project team by manager and balanced distribution of responsibilities among team members. As a solution for project managers, the authors have considered a “functional map” tool. A comparison of the functional map and a job description has been made in order to visualize distinctive features of the functional map. Based on the tool’s advantages and disadvantages analysis, the authors have proposed innovations to minimize probability of burnout syndrome among project team members. In conclusion, the authors have given their recommendations to project managers on controlling emotional burnout in project teams.

The modern paradigm of performing scientific research is steadily improving. One of the directions of its development is the substantiation and organization of team interaction of scientists working on solving a certain scientific problem. The complexity of the tasks to be solved, the need to ensure continuity in scientific research, and the complexity of projects require the introduction of new project management approaches, even in the organization of scientific teams aimed at obtaining unique results. The provisions considered in the study are relevant for the development and organization of scientific research. Moreover, examples of best practices for the success of project teams, considering the types of roles of participants, can be transferred from the field of project management to the field of organization of scientific research. The presented tools will make it possible to move from qualitative ideas about the activities of scientific teams to quantitative assessments of the effectiveness of the researchers work. The use of modeling tools to demonstrate the necessity of each role listed in the scientific school's organizational structure as a "Belbin's team," emphasizing the most crucial ones that influence its growth, and the potential to combine specific project roles without sacrificing project quality are what make this research innovative from a scientific standpoint. [ABSTRACT FROM AUTHOR]

The exploration and production (E&P) projects of the oil and gas (O&G) industry are typically considered hazardous and complex due to tight timeframes, environmental issues, and geological uncertainty. No substantial research has been carried out to deal with these issues previously. The current study emphasized the empirical investigation of numerous success factors that affect both the project success and financial performance of E&P projects. Critical success factors for the project performance have been identified from the literature and pilot survey conducted in the O&G sector of Pakistan. A framework has been developed using identified factors including project team, production planning and control, performance success and financial overview. For the validation of the developed model, confirmatory factor analysis has been used with a sample of 247 industry experts. The results of this study offer substantial empirical evidence that the project team, production planning and control, quality and reliability, and project success have a significant impact on the financial performance of E&P projects in the oil and gas industry. Project team has been observed as the most significant factor influencing project success among other factors. The research findings of this study can be advantageous for project managers to address aspects intended to cope with uncertainty at the early stages of E&P projects using an empirically validated framework. [ABSTRACT FROM AUTHOR]

Digitalization is a phenomenon that is gaining more and more scope, especially with the COVID19 pandemic, which blocked all activities and required a reinvention and restructuring of everything we know. But, although it was a difficult job, man, by his nature, found a solution: digital tools, which allowed the resumption of many activities, including online meetings (working sessions, conferences, courses or simply connecting with close ones). Digital tools also provided real support for ongoing projects, enabling activities such as business meetings, as well as the creation and transmission of documents. Therefore, in our research we propose to find out how digital tools have been used and what impact they have had on projects.

The article discusses new Project Management Institute standards for a project team’s interaction with stakeholders during value-added product creation project development. The purpose of the study is to substantiate the main advantages of the standard and its use in Russia. General scientific methods and systematic and integrated approaches have been used. The novelty of the research is to substantiate the impact of digital technologies on the project management process in various fields of activity that fundamentally changes the approach to product development and to understanding customer’s and stakeholders’ requirements. The timeliness and necessity of using standardization and digitalization methods in order to improve project execution quality using a single database has been shown. The study concludes that access to the database significantly increases the potential of project teams working with projects of high uncertainty by adapting them to customer requirements when developing a product with added value. The results obtained of new standards implementation have been tested in VLIBOR Systems LLC. Conclusions on interaction change with stakeholders that increased the team members’ confidence in the correctness of their actions have been made. It has contributed to team building, increased adaptability and emotional component to achieve success.

Introduction. Today, in the conditions of constant and growing uncertainty, there is the need to develop new, up-to-date methodologies for the development of university management teams, the transformation of their activities in a new environment.Aim. The present research aims to analyse methodological approaches to the formation and development of teams working on the strategic university transformation projects that meet the needs of practice and reflect the most effective ways to create and operate university project teams.Methodology and research methods. As the scientific basis of the proposed methodological approach to the effective formation and development of teams working on the strategic projects for the transformation of universities, the main theoretical provisions of the team-based approach are determined. The main research methods involved the analysis of scientific publications on the topic under study, the grouping and classification of approaches, a deep semi-formalised interview with 76 representatives of the administrative and managerial apparatus of three large Russian universities (regional classical universities from the Volga and Siberian Federal Districts of Russia), a questionnaire survey of 78 experts.Results. International experience in studying the activities of management teams of higher education institutions was summarised. The authors identified the restrictions and possibilities of using international experience in Russian universities. The scientific and practical groundwork for the formation and development of teams for the strategic university transformation projects is presented.Scientific novelty. The authors critically analysed the existing methodological approaches to the formation and development of teams for strategic university transformation projects, which reflect the most effective ways of creating and functioning university transformation project teams.Practical significance lies in justifying a set of methodological approaches to the formation and development of project teams and checking their applicability in the practice of university implementation transformation projects. The research materials can be useful to the representatives of administrative and managerial personnel, the heads of projects and programmes for the university development, and the employees participating in projects.

The novelty of the research consists in the need to introduce project activities of students into the educational process in accordance with the requirements of standards. The article deals with the problem of organization and implementation of project activities of students in the educational process of a university (college). The purpose of the article is to identify characteristic features of project activities in the educational process, to determine conditions for the effectiveness of project activities and possible implementation difficulties. The research methods used are theoretical analysis, synthesis, generalization. The following provisions reflect the results of the research: The qualities of a modern graduate demanded by employers and formed in the process of its inclusion in project activities have been revealed. The author concludes that the project activity is a didactic means of vocational training. Goals and objectives of project activities in teaching students have been defined. The author gives a generalized description of the role and activities of a teacher and a student included in the project activity. The main types of project activities have been identified depending on various grounds: a substantive area, the nature of contacts in the project, a number of project participants, duration of the project, a dominant activity of a student in the project. Main difficulties and mistakes in the implementation of students' project activities in the educational process of vocational education institutions have been presented on the basis of the analysis of theoretical data. The author defines the conditions under which the organization of students' project activities in the educational process of vocational education organizations will be the most optimal. The conclusions: the organization of project activities of students in the educational process will be more successful with the implementation of conditions and consideration of errors and difficulties of the implementation of project activities from both teachers and students.

The main research objective is to analyze behavioral styles of members of the enterprise development project team in conflict situations using the Thomas-Kilmann method and graphic techniques to show the importance and value of such analysis for preventive conflict management in business entities. The work has been performed in the following logical sequence: characteristics of behavior styles; survey of members of the project management team using the Thomas-Kilmann method; description of data using graphic techniques; context diagram of the process of analyzing the behavior styles of project team members in a conflict situation. According to the results of the survey of the project team members on the manifestations of a particular behavioral style in a conflict situation based on the Thomas-Kilmann method, diagrams and analysis (“petal” and “bubble”) have been presented. The diagrams allowed: to compare scores of the project team members demonstrating different behavioral styles in a conflict situation; to evaluate the ratio of project team members behavioral styles, identify the dominant style; with the help of visual aids to find out which group includes a particular behavioral style in terms of the level of its manifestation (weak, medium and strong. The obtained results indicate the feasibility of testing employees to determine the prevailing behavioral styles in a conflict situation for further consideration of data in the personnel management process. A matrix of project team members behavioral styles in a conflict situation and their characteristics in terms of cooperation and assertiveness have been presented. Radar charts, scatter plots and comparative histograms of the behavioral styles of the project team members in a conflict situation have been designed. The contextual diagram with the analysis of the behavioral styles of the project team members in a conflict situation has been given. This study has been conducted in the specific Ukrainian cultural and organizational context. The results of the research can be useful for Ukrainian industrial enterprises in order to achieve projects results for enterprise development.

Objective: Today, despite the increase in global competition in the market, the prevalence of temporary forms of cooperation and project-based work is increasing. Likewise, the intensity of knowledge of the content of the work is growing. However, the temporary nature of projects does not support the transfer of knowledge between and within projects. Some researchers acknowledge that knowledge management is one of the most successful ways to improve team performance .As a result, the present study analyzed the relationship among knowledge management infrastructure, knowledge management processes, and project team performance. Research Methodology: The strategy used in the present study is survey-based. The statistical population comprises the project work teams in contracting companies ranked in construction, road, transportation, mining, communications, oil, and gas in Tehran province. People working on projects have participated as representatives of teams in filling out questionnaires. Data collection was done by sending a web-based version of the questionnaire via Email. Of 400 qualified companies, nearly 100 companies accepted to participate in research. Finally, 86 valid questionnaires were collected. Data analysis was performed using path analysis through structural equations. Results: The results of data analysis showed that the state of knowledge management infrastructure including cooperation, trust, learning culture, decentralization, senior management support, motivation, and IT support is not appropriate in project teams and is below average. Moreover, knowledge management processes including the components of knowledge acquisition, sharing, knowledge creation, coding, and knowledge retention are not in good condition, and their average is lower than the average. The standard is higher and in an acceptable condition. The results show that the culture of cooperation, trust, support of senior management, motivation, and IT support, which are components of knowledge management infrastructure, affect knowledge management processes which affect such elements as project team performances, namely effectiveness and innovation. Performance has a positive effect.

Software project teams (SPTs) are critical stakeholders. Their contribution in successful delivery of software projects is unquestionable. However, the empirical evidence of their importance seems to exist on paper only, as software project managers (SPMs) and scholars in the project management field ignore their individual needs, and as a result, SPTs remain the most neglected stakeholder group in the software industry. In endeavoring to address the neglect of SPTs by SPMs, the authors of this study developed a model aimed at assisting SPMs to pay due consideration to the needs of this important stakeholder group. At the heart of the model’s functionality is the Project Management Office (PMO), which intends to enforce and standardize the gathering and addressing of software project team needs and interests by SPMs. The aim of the research study is to investigate how the functions of the PMO can be applied to operationalize the enforcement and standardization of the overall function of the model. Since the study is practical-oriented, the pragmatic interpretive approach was considered a suitable methodology. Through the interpretative methodology, several appropriate functions of the PMO, such as «Project management methodology, standards, and tooling», «Monitoring and controlling project performance», «Human resource management» and «Development of project management competencies» as established from project management literature were utilized to achieve the study’s purpose. Even though the interpretation process was guided by literature, the inference was also influenced, to a certain extent, by the researcher opinion as «interested observer». Therefore, the approach presents a limitation to the study. Future studies should include the validation of the feasibility of the study’s claim in a real-world project setup.

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Software project teams (SPTs) are critical stakeholders. Their contribution in successful delivery of software projects is unquestionable. However, the empirical evidence of their importance seems to exist on paper only, as software project managers (SPMs) and scholars in the project management field ignore their individual needs, and as a result, SPTs remain the most neglected stakeholder group in the software industry. In endeavoring to address the neglect of SPTs by SPMs, the authors of this study developed a model aimed at assisting SPMs to pay due consideration to the needs of this important stakeholder group. At the heart of the model's functionality is the Project Management Office (PMO), which intends to enforce and standardize the gathering and addressing of software project team needs and interests by SPMs. The aim of the research study is to investigate how the functions of the PMO can be applied to operationalize the enforcement and standardization of the overall function of the model. Since the study is practical-oriented, the pragmatic interpretive approach was considered a suitable methodology. Through the interpretative methodology, several appropriate functions of the PMO, such as «Project management methodology, standards, and tooling», «Monitoring and controlling project performance», «Human resource management» and «Development of project management competencies» as established from project management literature were utilized to achieve the study's purpose. Even though the interpretation process was guided by literature, the inference was also influenced, to a certain extent, by the researcher opinion as «interested observer». Therefore, the approach presents a limitation to the study. Future studies should include the validation of the feasibility of the study's claim in a real-world project setup. [ABSTRACT FROM AUTHOR]

Purpose: The project approach is often used to implement projects in enterprises. Traditional project management becomes insufficient due to the changing environment and the need for flexible functioning of the organization. Hence, agility in management gains recognition. The article presents the results of the study, the purpose of which was to determine whether the assumptions of agile management are known and used in project management and to identify factors that sustain the involvement of project team members. Design/methodology/approach: The presented empirical research was carried out using the quantitative and qualitative methods. Techniques of expert interviews were used, and in the case of quantitative research - a questionnaire. The use of two research techniques was aimed at obtaining a broad view of the project management methods used, with particular emphasis on the conditions of the working environment of agile project teams. Enterprises from the small and medium-sized enterprise sector were invited to the study, the main variable in the selection of entities for the research sample was the location by region, i.e. the northern subregion of the Silesian Voivodeship, and cooperation with the Częstochowa University of Technology for the commercialization of knowledge in the region. The latter condition made it possible to include enterprises that implement projects. Findings: Research has shown knowledge of the assumptions of agile management among small and medium-sized enterprises, but less than half of the surveyed experts use this methodology in managing project teams. According to experts, the main condition for implementing agile management is a "good", i.e. primarily a self-organizing project team. Its members are required to have appropriate skills and competences, such as self-discipline or independence in making decisions. The research also identified work conditions that keep members of agile project teams engaged. They are strongly related to the intrinsic motivation of employees. On this basis, it can be concluded that the agile approach in shaping work conditions is stimulating to stimulate the expected behavior of employees. Originality/value: The article draws attention to the rarely discussed issue of implementing project management in small and medium-sized enterprises. The conditions for implementing agility in project team management were emphasized, among which the most important is the right selection of employees. They should have appropriate skills and competences, as well as an internal motivation system, which agile management methodologies will stimulate the activity and involvement of project team members. [ABSTRACT FROM AUTHOR]

While behavioural diffusion is highly significant in behaviouristics, the relevant management studies remain limited, particularly for the extra-role of helping behaviour in project-based organisation. The helping behaviour diffusion mechanism could profoundly impact teamwork and project teams' performance improvement. Therefore, this research aims to promote helping behaviour in project teams by exploring helping behavioural diffusion based on dynamic behavioural analyses and simulations. This research set up the Agent-based Modelling to simulate the helping behaviour diffusion, and considered influential factors, including team task characteristics, team size, and incentive system. Then, this research conducted simulation experiments in Netlogo and found that an increase in task dependence and cooperative spillover effect can promote the spread of helping behaviour, while an increase in team size, profit-sharing coefficient, and individual fixed income could inhibit such diffusion. The research provides new insights into cultivating a mutual helping culture within project teams. [ABSTRACT FROM AUTHOR]

Collaboration and teamwork represent a unique form of human activity that involves interdependence and shared responsibility in achieving goals and completing tasks, as well as the ability to complete tasks efficiently and communicate effectively. Nowadays, the ability to collaborate in a team is one of the most desired social competences. This publication presents selected problems in the field of project team management. The paper deals with the selection of a project team, including a project manager based on the adopted profile of requirements and competences with the example of an international project. The publication is based on selected literature on the subject, a review of secondary research results, and the results of the author's research on the traits, skills, and competences that should characterize a project manager and project team members. [ABSTRACT FROM AUTHOR]

Knowledge management is an important and difficult process that is an integral part of every project. The proper process of knowledge management in a project team is influenced by various elements. One of the factors is mindset, which is a belief about the nature of human attributes. There is no research on mindset as a barrier to knowledge management in a project team. This research aims to reduce the identified gap by identifying the concept of mindset in the field of knowledge management in the project team, as well as analyzing the ways of influencing the mindset. Mindset is a plastic feature that can be shaped with the right effort. The study used literature analysis and in-depth interviews with experts. The results indicate the key elements affecting the mindset and ways to change it. [ABSTRACT FROM AUTHOR]

Context. The article proposes a method of analyzing the proposals of team members in order to avoid conflict situations at the stage of team formation. Objective. The object of the study is the method of analyzing the proposals of team members while solving project tasks. The purpose of the work is to analyze the developed method of analysis of proposals of team members to avoid or resolve conflict situations at the stage of team activation Method. The developed method is based on the theory of matrix games. Conflicts between individual team members mainly arise at the stage of team formation. For the project manager, it is important to identify the conflict situation in time and find a way out of it to satisfy both team members and without harming the teamwork as a whole. A team created to implement an IT project is often faced with a situation where two of its members have different visions of approaches to creating the final product. At the same time, each of them has experience in the development of similar software products or services by different teams. To effectively solve this situation, we suggest using approaches typical of bimatrix games, when each of these team members is considered as a player. This takes into account the fact that the bimatrix theory of games is based on a conflict between two players whose interests are opposite – an antagonistic zero-sum game is precisely the basis of the developed approach. Results. The proposed method of analysis of proposals of team members contributes to the avoidance or resolution of conflict situations at the stage of their closer interaction. For efficient solution of the said situation, we propose to use approaches being typical for bimatrix games when each of these team members is treated as a player. At the same time, account is taken of the fact that the bimatrix game theory is based on a conflict of two players whose interests are opposite – an antagonistic game with a zero sum being that very element to constitute the basis of the approach developed. Conclusions. The given calculation of the model example shows that the use of the proposed method allows the project manager to give a reasonable preference to another team member, since the expected average profit of this player is greater than that of the first player. In this case, the manager has an opportunity to simulate situations for the players (for the team) and promptly respond to probable deviations of their behavioral strategies from the optimal ones, establish healthy relationships between team members and choose the best proposals for solving project tasks. [ABSTRACT FROM AUTHOR]

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Digitalization is a phenomenon that is gaining more and more scope, especially with the COVID-19 pandemic, which blocked all activities and required a reinvention and restructuring of everything we know. But, although it was a difficult job, man, by his nature, found a solution: digital tools, which allowed the resumption of many activities, including online meetings (working sessions, conferences, courses or simply connecting with close ones). Digital tools also provided real support for ongoing projects, enabling activities such as business meetings, as well as the creation and transmission of documents. Therefore, in our research we propose to find out how digital tools have been used and what impact they have had on projects. [ABSTRACT FROM AUTHOR]

Purpose: In the literature relatively little attention is paid to the project team subculture. On the other side, according to theory of weak ties, even with a minimal amount of contact among people, it is possible to develop shared norms and values. Also the project management practitioners believe that the execution of projects often requires a different project culture. The purpose of this paper is twofold. Firstly, it aims to describe the factors that foster the formation of a project team subculture with the use of the case study analysis. Secondly, it attempts to assess the importance of these factors for forming this subculture, making use of the respondents’ opinions. Design/methodology/approach: The research method used for this study is the multiple case study, in which cases are replicated so as to show both similarities and differences found in the phenomena studied and in their context. The case studies used various research techniques such as interviews, direct observation and participant observation as well as surveys. Findings: The formation of the project team subculture was fostered primarily by organisational structure, project properties and the authority or power of the project manager. Research limitations/implications: The role in the formation of the project team subculture (1) by the acceptance of working in a project team, (2) by the education and qualifications of project team members and (3) by dynamics and complexity of the project environment is not clear and this indicates the need for further research in this area. Practical implications: Organizational culture has been considered an important success factor for over 40 years. In the case of the project team subculture, a similar relationship can be expected. Originality/value: The case studies have illustrated the existence of the project team subculture. This means that, if individual projects are unique, searching for norms and values in the project team is more relevant than making general recommendations at the project management subculture level or the organisational culture level. The subculture of the project team becomes a level of analysis that is difficult to ignore and should be a part of the project management research. [ABSTRACT FROM AUTHOR]

The production of new IT products and services in today's dynamic world of business and ever-evolving technology requires specific enterprise policies geared toward supporting innovation. Striving to provide the customer with the required value that meets the customer's current requirements is becoming quite a challenge for IT enterprises at this time. Moreover, innovative ideas are not created in "rigid" authoritarian-managed teams, but in an open culture based on the principles of self-organization and self-discipline, a characteristic of agile teams. One of the key determinants of a company's competitive advantage is employee effectiveness and commitment. Moreover, there are few publications covering research on employee effectiveness in agile teams. Therefore, the overarching goal of this article is to identify the motivators influencing the commitment and effectiveness of agile teams. In order to achieve the desired goal, an analysis of the research on the effectiveness and commitment of employees of a selected Polish IT company within the industry was conducted. As a result of the analysis of the obtained research results, seven determinants were developed, which have the greatest importance for agile teams and their motivation and effectiveness. Moreover, as the concluded research results show, the use of agile team models and open innovation positively affects the efficiency and commitment of employees. [ABSTRACT FROM AUTHOR]

Purpose: Decruitment, understood as a multidimensional process of employees downsizing, is little discussed in the literature on project team management. The purpose of this article is to present decruitment as a personnel subfunction in relation to project employees. Design/methodology/approach: The empirical part presents the results of a qualitative research conducted using the asynchronous interview method with a sample of 133 respondents. Findings: The results of the research show that decruitment in project teams is understood narrowly and boils down to parting with an employee at the end of a project. Respondents have a comprehensive approach to the way this process is conducted, emphasizing the need to keep a good atmosphere during the parting and to form further relationships. Research limitations/implications: Most respondents referred in their statements only to decruitment because of project end or project work for which the employee was recruited. Therefore, the research results do not refer to employees leaving during the project, e.g., because of voluntary departures or dismissals. The issue of decruitment in project teams should therefore constitute a further research area. Practical implications: The results of the research can form the basis for the development of decruitment procedures in project management organizations in relation to the separation of employees after the end of the project. Originality/value: The article presents the opinions of potential project employees to the process of leaving the employer, which not described so far in the literature on project team management. [ABSTRACT FROM AUTHOR]

Introduction/background: The process of motivating project team members involves creating the conditions that will increase their commitment to the project, which in turn will translate into the achievement of the set goals. A key element of this process is to recognise the individual needs of each team member and thus provide the right tools and conditions for work. Thanks to an in-depth analysis of the ways in which a project team is motivated in a selected company, it is possible to introduce changes to the current motivation system while ensuring its effective impact on current and future project team members. Aim of the paper: The aim of the paper was to identify and evaluate ways of motivating the project team in a selected distribution company and to develop recommendations for the use of effective ways of motivation. Materials and methods: In this paper, a survey was conducted using an online questionnaire. The survey questionnaire was divided into two parts. The first, the information part, contained five metric questions, while the second, the core part, consisted of nineteen closed questions. The respondents were members of the project team at the selected distribution company. Results and conclusions: The conducted research made it possible to identify ways and sources of motivation available in the analysed company, which in turn contributed to the assessment of the effectiveness of the motivation system. The research also made it possible to develop recommendations for proposed improvements in the way project team members are motivated. [ABSTRACT FROM AUTHOR]

Inter-organizational citizenship collaborative behavior (OCCB) is critical for project team members to share information and integrate resources. However, prior studies found that high OCCBs are absent in project teams. This study aims to explore social exchange approaches to promote project team members' OCCBs in the construction project team from the social exchange perspective. A questionnaire survey was undertaken online. A two-stage SEM was conducted to verify the measurement and structural models. Confirmatory factor analysis was conducted to verify the measurement model's reliability and validity, the structural model was assessed by examining the model's fitness, and path coefficients were used to test the hypotheses. The findings showed that relational social exchange is more effective than contractual social exchange for OCCBs. Meanwhile, contractual control and benevolence trust are verified as mediators between competence trust and OCCB. Three pathways are explored to enhance project team members' OCCBs: relational social exchange dominated strategy (i.e., dominant competence trust strategy and competence trust-benevolence trust strategy) and relational-contractual hybrid strategy (i.e., competence trust-contractual control strategy). This study expands the social exchange theory in the inter-organizational citizenship collaborative behavior in construction project teams and supports project management by verifying the enabling mechanisms. [ABSTRACT FROM AUTHOR]

IT departments use project teams to bring key people together to achieve specific goals. Yet many struggle to achieve this effectively because of poor communication within teams. Research done in this area indicates that management and team leaders have to focus on specific soft issues to support the effective functioning of software project teams. In this research project the authors investigated the impact of a large number of soft issues on sound communication within project teams. Only four of these soft issues, namely those of mutual support, cooperation, commitment and a knowledge base, were found to be of vital importance to ensure that communication within software project teams will remain on a sound basis during the course of such a software project.

Purpose: The aim of the study was to understand the role of communication and building positive relations in the NGO project team and to answer the following questions: (1) what factors and behaviors influence positive relations in the NGO project team? and (2) to what extent direct and indirect communication affect the efficiency of information flow? Design/methodology/approach: The authors conducted a case study in a selected project team operating in a non-governmental organization in Poland. Findings: The results of the study allow one to better understand the specific challenges the selected NGO project team was facing. Thus, they add new knowledge to the issues on effective communication and building positive relationships in NGO project teams. Moreover, the case study outcomes set the guidelines for further in-depth studies of a quantitative nature. Research limitations/implications: Being aware of the limitations resulting from the deliberate selection of the project team for the study, an analysis of the answers obtained was undertaken, the results of which allow one to present the issues of communication and building positive relationships within project teams in non-governmental organizations. In order to make generalizations, further in-depth research in this area should be carried out. Practical implications: In non-governmental organizations, authorities and project managers should increase their competences in the field of effective communication and building positive relationships in project teams in order to successfully implement projects. Social implications: Knowledge of the methods of effective communication and building positive relationships in project teams allows to increase awareness among members of nongovernmental organizations of how the ways of working and team involvement affect the success of projects. Originality/value: A case study was conducted in a selected project team operating in an NGO on the importance of communication and building positive relationships. The article is addressed to people involved in NGO project management research and to third-sector entities. [ABSTRACT FROM AUTHOR]

Purpose: In the literature relatively little attention is paid to the project manager’s background, i.e., to the importance of whether the project manager is a line manager, a line employee of the organisation in question who is no one’s supervisor or whether the project manager is involved solely in project management. The purpose of this paper is to answer the question of how the type of project manager is related to project success. Design/methodology/approach: The research hypothesis was formulated and the results of the empirical studies were presented. The empirical verification of the research hypothesis was accomplished through survey research in Europe and USA. Findings: Based on the empirical data obtained, it was concluded that in terms of all three project parameters (scope, time and cost), the project manager, who is also a line manager, was the most successful. The empirical research indicated a possible relationship between project manager type and project success. Research limitations/implications: In the analysis, it should be borne in mind that there are other several internal and external factors responsible for potential problems in meeting the project scope, schedule and budget. Practical implications: Project management by line managers can be a sound basis for the interaction of processes and projects, manifesting itself, for example, in the transfer of knowledge between processes and projects during the activity of solving problems, especially those lying at the interface of one type of activity and another. Originality/value: The results obtained should draw attention to the need to complement previous research characterising the ideal or effective project manager with a new variable, the type of project manager. [ABSTRACT FROM AUTHOR]

Abstract Dynamic capability is recognized in the academic and business context as an essential factor for the firm to build differential and remain competitive in dynamic markets. Most of these preliminary studies assess dynamic capability from the perspective of the resource-based view of the firm. This study advances on this theme by analyzing the impact of knowledge-based dynamic capability, based on the knowledge based vision of firm, about innovation of project team. Previous studies have identified the relationship between dynamic capability and innovation or organizational performance, but there is a gap in the theory that relates antecedents of dynamic capability. Thus, this research aims to analyze the relationship between organizational structure and dynamic capability on the innovative capacity of project teams. To achieve this objective, 65 project teams from industrial companies in the state of São Paulo were studied and the data were analyzed using the technique of structural equation modeling - partial least squares (SEM_PLS). The results show that structures with a higher degree of formalization and centralization have a negative impact on knowledge-based dynamic capability, and integration has a positive relationship with dynamic capability. Furthermore, the research shows that the innovative capacity of project teams is directly affected by the ability to generate and combine knowledge, however, the acquisition / absorption of knowledge does not interfere with the innovation activity of these teams.

Due to the emergence of new business lines and areas requiring automation, there is a need for planning and managing project work. Information technology (IT) projects contribute to organizational transformation and business growth. Despite the contribution of project management methodologies and structures, the share of unsuccessful IT projects remains high; thus, the study of critical success factors of IT projects remains an important problem for researchers and practitioners [1]. An analysis of the success of IT projects shows that 17% of projects are completed so unsuccessfully that they can threaten the state of the entire company as a whole. 45% of projects go beyond the budget. 56% of projects bring less profit than expected. 109 million dollars - average losses for every 1 billion dollars spent on projects [2]. The working conditions of the Information Technology department presuppose the existence of an effectively organized project work process. The success of the tasks depends largely on the distribution of the load between the members of the project team. The correct allocation of labor resources determines the timing and quality of project implementation.