FEATURES OF FORMING THE IT PROJECT MANAGEMENT TEAM

Iryna Blyznyukova, P. Teslenko, Diana Malakhova
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Abstract

The analysis of formation and management of the team of IT projects is carried out. The dependence of the criteria of team formation and structure on the type of software product creation technology is shown. A comparison between the definitions "project team (executives team)" and "project management team" is presented. The paper shows the need to create an additional IT project management team to improve the efficiency of its management and ensure successful completion. The proposals are based on the results of the analysis of the real project on the basis of the responsibility matrix. It is possible to identify the shortcomings of the formed team of the IT project, in terms of implementation of project team members of different types of work, for different competencies, which reduced productivity. Based on this, another team was proposed, which included a team of managers, which gave better results in terms of cost and duration of the project. The newly formed team had greater productivity, as the channels of interaction with project managers are set up correctly. The project management team, which was added to the existing project, helped to improve all indicators of the project implementation. The use of an IT project management team will be important and necessary for teams that use Design Thinking technology. The decision on the advisability of creating an IT project management team should be based on the criteria: "advantages and disadvantages of project management efficiency". The disadvantage of using a project management team will be an increase in the number of people if the criterion was to minimize them, or an increase in the budget if it is calculated on a monthly salary of contractors. As the evaluation criteria are optimization of team management processes, application of competency approach, reduction of multitasking and professional development, the project management team, as an additional organizational structure of the project, certainly has advantages and is recommended for use.
it项目管理团队的组成特点
对IT项目团队的形成和管理进行了分析。显示了团队组成和结构标准与软件产品创建技术类型的依赖关系。对“项目团队(执行团队)”和“项目管理团队”的定义进行了比较。本文表明需要创建一个额外的IT项目管理团队,以提高其管理效率并确保成功完成。这些建议是基于责任矩阵对实际项目的分析结果。根据不同工作类型的项目团队成员的实现,对于不同的能力,可以确定It项目组成团队的缺点,这降低了生产力。在此基础上,提出了另一个团队,其中包括一个经理团队,在项目的成本和持续时间方面取得了更好的结果。新组建的团队有更高的生产力,因为与项目经理的互动渠道建立正确。在现有项目中增加的项目管理团队,帮助改善了项目实施的所有指标。对于使用设计思维技术的团队来说,使用IT项目管理团队是非常重要和必要的。关于创建IT项目管理团队是否明智的决定应该基于以下标准:“项目管理效率的优缺点”。使用项目管理团队的缺点是,如果标准是最小化人员,则会增加人员数量;如果按承包商的月薪计算,则会增加预算。由于评价标准是团队管理流程的优化、胜任力方法的应用、减少多任务处理和专业发展,项目管理团队作为项目的附加组织结构当然具有优势,值得推荐使用。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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