Conceptual Framework of Sustainable Management of the Process of Forming a Project Team with Functional Redundancy

Nataliia Dotsenko,Andrii Galkin,Marek Lis,Dmytro Chumachenko,Tomasz Lis,Igor Chumachenko

doi:10.3390/en14248235

Abstract

The paper examines the impact of the COVID-19 pandemic on human resource management processes in project-oriented companies. It is proposed to use formal transformations on groups of performers. The use of formal transformations will reduce the influence of the subjective factor and improve the quality of sustainability management decisions made when forming a project team. The formalization of the selection process of applicants and the distribution of work among the performers have been considered. The existing methods of forming a project team with functional redundancy are approximate. Methodological support for the process of forming a project team with functional redundancy, based on a logical-combinatorial approach, and allowing to form project teams under given constraints, is proposed. A method of forming a functionally redundant project team based on formal transformations of groups of performers has been developed. The use of the apparatus of symbolic sequences for the formation of a project team with functional redundancy is proposed. An example of using the proposed method when forming a command with functional redundancy is considered. It is shown that the use of this methodological support makes it possible to select the composition of the project team with the minimum number and the minimum value of the characteristic.

Highlights

The aim of this paper is to develop a conceptual framework of sustainable management of human resources, forming a project team with functional redundancy based on a logical-combinatorial approach and allowing managing project human resources under given constraints
This study considers the creation of a method for constructing a functionally redundant project team, which is based on formal transformations of the models for the formation and functioning of project teams, which, in contrast to the existing ones, allows us to determine the composition of the project team under given constraints, taking into account the requirements of the functional redundancy, which allows you to execute projects without loss of functionality with a smaller number of performers
In order to ensure the principles of Creating a collaborative project team environment, Embrace Adaptability and Resiliency, defined in The Standard for Project Management (PMBoK seventh edition, 2021), it is proposed to increase the adaptability and resilience of teams through the use of functional redundancy at the stage of forming project teams

Summary

Introduction

Changes in the conditions for the functioning of project teams caused by the pandemic showed the unpreparedness of project-oriented companies to quickly adapt project management mechanisms in a multi-project environment and the need to introduce new approaches to management. The need to take into account the changes occurring during “Stewardship outside the organization” ensures the sustainability of the project-oriented company and sustainable entrepreneurship [3]. Adaptability and Resiliency” are some of the basic principles required to ensure effective project management in accordance with The Standard for Project Management (seventh edition) [3]. The need to apply formalized approaches to human resource management to ensure the reliability of the project team’s functioning is noted in the PMI standards both at the project portfolio level [4] and at the program level [5]

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