Project Management Team Research Articles

Project Team Rewards and Performance of Information Technology-Based Projects in Commercial Banks in Kenya

Purpose: The expected outcome of projects is to achieve a positive performance consistently. Yet, there is no agreed definition of project performance, which complicates the achievement of the purpose. Projects in Kenya are mostly complex and difficult to manage and project team management practices are mostly used in projects for effective functioning. However, project managers in Kenya have been focusing on technical constraints of projects and neglecting project teams’ related constraints. The objective of the study was to investigate the influence of project team rewards on project performance in commercial banks in Kenya. Methods: The study adopted a pragmatic research approach. A cross-sectional study design and explanatory research design were adopted in the study. The unit of analysis was 429 projects in the 39 commercial banks operating in Kenya as of close of business on 31st December 2020 categorized into 20 types of Information technology projects. The target population was 195 Information Technology project managers as well as 78 staff working in human resource department, 78 staff working in finance department, and 78 staff working in operations departments in the 39 commercial banks operating in Kenya. The study used stratified random sampling to choose 206 respondents from the study population. Secondary and primary data was employed in this study. Annual reports of commercial banks provided secondary data. In addition, a semi-structured questionnaire was adopted to obtain data. Qualitative data, which was obtained from open-ended questions, was analyzed by use of thematic analysis, and the results were presented in a descriptive form. Inferential and descriptive statistics will be used to analyze quantitative data with the help of Statistical Package for Social Sciences (SPSS version 26). Descriptive statistics included frequency distribution, mean, standard deviation, and percentages. Inferential statistics included univariate regression analysis and Pearson correlation. Results: The study found that project team rewards had a significant effect on performance of information technology-based projects in commercial banks in Kenya. Conclusion: The study recommends that commercial banks should also diversify and strengthen their reward structures to better align with team members’ contributions and achievements. They should further strengthen their recognition and promotion programs to ensure that these elements are consistently applied and effectively contribute to team performance.

Enhancing Performance in Construction Project Management Teams

The seminar paper provides a pragmatic perspective of the topic of enhancing performance in construction project management teams. The paper provides a detailed collated review of several key areas pertaining to construction project management teams and their performance based on the findings of previous research. The study has focused on a range of aspects namely, leadership, competence and capabilities, effective communication, decision-making, interpersonal relationships and emotional intelligence, project management and governance approaches, trust, psychological safety, and team culture. Each sub-topic (aspect) has been structured in a manner that includes a brief introduction to the aspect, its importance for construction projects, the current state in construction projects, strategies, and approaches to eliminate the issues and contribute to increase in the team’s overall performance and finally, the novel strategies and tools pertaining to the focus area. The author anticipates that the content provided in this seminar paper shall be beneficial for effective decision making by organizational leadership and for the project leadership and the team to pay more consideration towards the strategies and approaches to enhance the elaborated aspects that are often overlooked in construction projects.

Industry 4.0 and Agile Project Management: Evolution of Leadership Concepts and Roles

This study examines the impact of Industry 4.0 on the concept of leadership approaches. The research aims to compare leadership theories before and after Industry 4.0, determine how leadership roles have evolved in agile project management, and identify effective leadership styles. The study employs literature review and qualitative research methods, specifically using focus group studies. Two separate focus group studies were conducted through online meetings and face-to-face sessions to thoroughly examine the approaches of executives from companies who have mature project management offices in Turkey. Data were obtained by transcribing the audio recordings of discussions during focus group sessions and comparing them with researcher notes. The study extensively examines the impacts of identified leadership styles, determined through literature review, on the management of agile project teams. Findings indicate that leadership styles such as visionary, organizing, relational, and social leadership play significant roles in agile project management. Additionally, leadership personality traits observed in each of these styles have been identified. The results underscore the need to redefine leadership approaches and highlight the effects of Industry 4.0 on project management. By linking the characteristics of leadership styles and their impacts on agile teams with the literature, the study contributes to future leadership research and practices. In this context, it emphasizes the development of technological competencies for organizations to succeed and the need for flexible and innovative organizational structures. Furthermore, it suggests that leaders in the digital transformation processes brought by Industry 4.0 should possess skills to facilitate their employees' adaptation processes. This study contributes significantly to academic literature and business by exploring leadership evolution in Industry 4.0 and redefining roles in agile project management, emphasizing ongoing focus on development and innovation in leadership.

The Wisdom of the Collective: An Integrated Multi-Level Framework of Shared Leadership in Engineering Management Project Teams

Shared leadership is positioned as a promising field of research. In recent years scholarly interest in shared leadership has grown exponentially. However, studies on shared leadership are limited and underdeveloped in the engineering management context. To advance a holistic understanding of shared leadership in engineering management project teams, this study conducted a systematic, integrated review of 256 articles on shared leadership spanning 25 years (1998–2022). By doing so, we present a synthesis of the definitions of shared leadership; an evaluation of its measurement techniques; and an examination of the research designs (e.g. article types, research strategies, research disciplines and sample types) utilized in shared leadership studies. Moreover, we map shared leadership studies onto a multi-level framework that integrates individual-level, team-level, project-level and organizational-level analyses in terms of its antecedents, consequences, mediating mechanisms and boundary conditions. This framework offers a roadmap for future studies to help researchers systematically target opportunities within the field of engineering management. Also, it brings important managerial implications for engineering management project managers and practitioners who seek to implement good practices in organizations.

Information and Communication Tools for Effective Functioning of Distributed Project Teams

The paper analyzes the key aspects of the use of Agile methodologies by distributed project teams in the IT industry with an emphasis on the integration of information and communication systems for effective work in dynamic environments. The challenges faced by the virtual IT industry in the context of the COVID pandemic, the large-scale invasion of Russia, which generated radical changes in the approaches to the management of project teams, have been considered. The considerable attention is paid to the role of video conferencing and other digital tools, which have become basic in ensuring uninterrupted work and effective interaction in distributed project teams, during global crises. An analysis of the main stack of information and communication technologies in distributed project environments indicates the widespread use of such platforms as Zoom, Microsoft Teams, Google Meet, Skype, Slack, Trello, Jira, and others to ensure flexibility, adaptability and high productivity of teams. The importance of synergy between the Agile methodology and its derivatives and digital tools is highlighted, demonstrating how it helps distributed IT project teams to adapt to changes, ensure high quality software development and foster effective communities of like-minded people. The paper provides information on the use of Agile methodology in 2023, which indicates the growth in the number of distributed project teams and captures the key factors for their successful functioning. It focuses on the importance of the integration processes of modern information and communication technologies and adaptive management practices in the dynamic world of IT projects, making a valuable contribution to the understanding of how distributed project teams can maintain a high level of productivity and efficiency, overcoming systemic obstacles and challenges that are formed in poorly predicted project environments.

SCIENTIFIC PROJECT TEAMS MANAGEMENT IN WARTIME REALITIES: PERSONNEL SECURITY ENSURING ASPECTS

The study is devoted to the scientific project teams management in the realities of wartime and personnel security ensuring aspects. The purpose of the work was to identify features that should be taken into account by personnel management and scientific and pedagogical personnel who are heads of scientific projects during the management of project teams engaged in research work under the influence of wartime risks. The research methodology means the use of content analysis and specialized literature processing, as well as taking expert opinion on modern features of scientific project management into account. As a result of the study, features were identified that should be taken into account by managers and scientific and pedagogical staff , including heads of scientific projects, when managing project teams mission is to provide research work under the influence of wartime risks; the characteristic features of the scientific projects management in comparison with applied research were investigated; the peculiarities of the scientific project team formation are determined, personnel risks accompanying the process of implementing a scientific project both in peacetime and in wartime are determined, and proposals are made for optimizing the management of scientific projects in the realities of wartime. The peculiarities of the scientific project team formation have been established, which include: the need for a team member to belong to the work team of a scientific institution or institution of higher education, the team members' compliance with the characteristics of active researchers, their availability of professional publications on the topic of the project; search for people with scientific degrees and scientific titles and united by common scientific interests. The field of application of research results is science management, project management, flexible management and team management in scientific and educational institutions, critical infrastructure enterprises and business structures.

Do the Project Manager's soft skills foster knowledge sharing?

In the realm of project management, the significance of soft skills, including communication, leadership, and problem-solving, has been acknowledged as pivotal to project success. Furthermore, the role of knowledge management within projects has emerged as another critical determinant of performance enhancement. This entails disseminating best practices, lessons learned, and insights garnered throughout the project lifecycle. Thus, the Project Manager's role acts as a catalyst, cultivating an environment that promotes effective knowledge sharing.The primary objective of this study is to explore the relationship between project manager soft skills and knowledge sharing within project environments. Additionally, considering the acknowledged impact of organizational culture and environment on knowledge sharing practices, this research aims to examine the moderating effect of organizational culture in shaping the relationship between soft skills and knowledge sharing effectiveness within project contexts. A questionnaire involving project team members was conducted to find answers to these questions.Findings reveal the project manager leadership was positively associated with knowledge sharing among project management team members. This conclusion innovatively connects the importance of soft skills in fostering knowledge sharing within project teams. It places a significant emphasis on the project manager's leadership skills assigning them a key responsibility. Additionally, moderation analysis showed that knowledge creation and knowledge capture strengthened the relationship between project manager's problem-solving skills and knowledge management environment. This underscores the role of a robust organisational culture in supporting knowledge sharing, thereby enhancing the connection between problem-solving abilities and explicit knowledge sharing.

Effect of Monitoring and Evaluation Practices and Urban Water Sustainability Project in Rwanda: A Case of WASAC Project in Kigali City

In Rwanda, projects failure is caused by lack of Monitoring and Evaluation staff trainings, technical expertise, design/approach, low level stakeholder involvement, lack of proper planning, lack of supportive supervision, insufficient financial management and poor leadership on feasibility and sustainability project. The general objective of the study is to assess monitoring and evaluation practices and urban water sustainability project in Rwanda. A case of WASAC project in Kigali city and the specific objectives of the study were to assess the influence of project monitoring and evaluation planning on urban water sustainability project in Rwanda, to assess the influence of monitoring and evaluation stakeholders involvement on urban water sustainability project in Rwanda and to determine the effect of monitoring and evaluation trainings on urban water sustainability project in Rwanda. The study was based on two theories such as theory of change and theory of constraints. In this study, a descriptive research design was used and the targeted population includes project management team, project monitoring and evaluation officials, project analysts and engineers. In total they were184 from whom a sample size of 126 was selected as representative of total population. Therefore, a simple sampling technique will be used and data will be collected using questionnaire, interview and documentation. The analysis of data will be done through SPSS version 21. The study findings showed that stakeholders’ involvement is essential in achieving urban water sustainability in the way that M&E planning contribution is at the mean of 3.908 and standard deviation of 0.755, stakeholders involvement contributed to urban water sustainability at the mean of 3.275 and standard deviation of 0.642 while M&E trainings has contributed to urban water sustainability at the mean of4.505 and standard deviation of 0.720 The study found that there are continuous M&E trainings and development of the project staff to acquire skills to implement the project. The study recommended that effective project planning need to be put in place by the project team and managers. Project team should ensure their monitoring and evaluation control plan align with M&E plan. The study recommends a sound stakeholders’ involvement at each phase of the project from initial phase to execution. Keywords: Monitoring and Evaluation, Urban Water Sustainability, WASAC, Project Management, Kigali City Infrastructure

Effect of Project Team Management Practices on Project Performance: A Case of the National Union of Disabilities’ Organizations of Rwanda Project Implemented in Rubavu District, Rwanda by University of Rwanda - College of Agriculture, Animal Sciences and Veterinary Medicine

The main objective of this study was to assess the influence of team acquisition, training & development and motivation on project performance, encompassing scope management, cost control, timeliness, quality of deliverables, and stakeholder satisfaction. Effective management of project teams is pivotal in determining project success. This research endeavors to examine the correlation between project team management practices and project performance within the framework of the National Union of Disabilities’ Organizations of Rwanda (NUDOR) project implemented by University of Rwanda - College of Agriculture, Animal Sciences and Veterinary Medicine (UR-CAVM) in Rubavu District from 2020 to 2022. By employing a mixed-methods approach, the research incorporated quantitative data derived from questionnaires and qualitative. The anticipated findings seek to illuminate the efficacy of team acquisition processes, underscore the importance of team training and development in enhancing project performance, and elucidate the role of team motivation in attaining project objectives. Furthermore, the research aims to uncover how these team management practices influence effective project scope management, strategies for cost control, adherence to project timelines, delivery quality, and stakeholder satisfaction. Strong positive correlations are observed between various team management factors and project performance. Specifically, the findings reveal that team acquisition, team training and development, and team motivation exhibit significant coefficients of β1: 0.302 (p: 0.000), β2: 0.123 (p: 0.046), and β3: 0.546 (p: 0.000) respectively. All these coefficients are statistically significant, as indicated by their associated Sig. values below 0.05. NUDOR project team should keep enhancing recruitment and selection process, invest in training and development, foster motivation strategies and conduct regular performance evaluation to ensure that individuals with the right skills, experience, and cultural fit are brought on board and their performance sustained.

Using fuzzy cognitive maps to explore the dynamic impact on management team resilience in international construction projects

PurposeThis study aims to investigate the relationship between individual-level psychological resources and team resilience in the context of expatriate project management teams. It seeks to understand how personal psychological resources contribute to team resilience and explore the dynamic evolution mechanism of team resilience. The goal is to enhance team resilience among expatriates in a BANI (Brittle, Anxious, Nonlinear, and Incomprehensible) world, where organizations face volatile and uncertain conditions.Design/methodology/approachAn online survey was applied for data collection, and 315 valid samples from Chinese expatriates in international construction projects were utilized for data analysis. A structural equation model (SEM) examines the relationships between personal psychological resources and team resilience. The study identifies five psychological factors influencing team resilience: Employee Resilience, Cross-cultural Adjustment, Self-efficacy, Social Support, and Team Climate. The hypothesized relationships are validated through the SEM analysis. Additionally, a fuzzy cognitive map (FCM) is constructed to explore the dynamic mechanism of team resilience formation based on the results of the SEM.FindingsThe SEM analysis confirms that employee resilience, cross-cultural adjustment, and team climate positively impact team resilience. Social support and self-efficacy also have positive effects on team climate. Moreover, team climate is found to fully mediate the relationship between self-efficacy and team resilience, as well as between social support and team resilience. The FCM model provides further insights into the dynamic evolution of team resilience, highlighting the varying impact effects of antecedents during the team resilience development process and the effectiveness of different combinations of intervention strategies.Originality/valueThis study contributes to understanding team resilience by identifying the psychological factors influencing team resilience in expatriate project management teams. The findings emphasize the importance of social support and team climate in promoting team resilience. Interventions targeting team climate are found to facilitate the rapid development of team resilience. In contrast, interventions for social support are necessary for sustainable, long-term high levels of team resilience. Based on the dynamic simulation results, strategies for cultivating team resilience through external intervention and internal adjustment are proposed, focusing on social support and team climate. Implementing these strategies can enhance project management team resilience and improve the core competitiveness of contractors in the BANI era.

The Causal Factors of Building Construction Defects

Defects are something that must be identified in the implementation of quality management. Defects can potentially lead to construction failures and injury. This study aims to identify and analyse the causal factors of building construction defects based on the perspective’s project stakeholders. This research is quantitative-descriptive research conducted through questionnaires distributed to the purposive respondents. Then, conduct statistical analysis and evaluate the causal factors of construction defect using Failure Mode and Effect Analysis (FMEA). Based on the results, the critical causal factors of building construction defects are lack of communication within the project environment with a value of 33.6; poor performance of the project management team with a value of 30.3; improper design and specification with a value of 27.88; lack of supervision in the site with the value of 24.60 and lack of competency of the construction labour with the value of 23.04. Project stakeholders are expected to pay more attention to critical causal factors as preventive measures to prevent structural failure and injury.

MODELING THE PROCESSES OF INTERACTION BETWEEN TEAM MEMBERS DURING THE IMPLEMENTATION OF COMPLEX SOFTWARE PRODUCTS

In the context of intensive development of information technology and increasing complexity of software products, the importance of effective interaction between members of work teams when implementing complex software solutions, such as enterprise automation systems based on the 1C platform, is increasing. This article is devoted to the study and modeling of interaction processes between members of project teams aimed at increasing the effectiveness of their joint activities during the implementation of projects for the implementation of corporate information systems. As part of the study, existing approaches and methods for organizing teamwork, as well as software systems that provide monitoring and management of collaboration of specialists, were analyzed. Particular attention is paid to considering the specifics of interaction when implementing 1C systems, characterized by a high degree of adaptability and variability depending on the characteristics of a particular enterprise. Research materials and methods include studying scientific literature on the issues of managing project teams, analyzing statistical data on the results of implementing corporate information systems in various sectors of the economy, as well as conducting interviews with managers and participants in 1C implementation projects at medium and large businesses. As part of this study, methods for modeling the work of a project team were studied. In the process of work, the analysis of her activities (business and interpersonal) was taken into account. In the course of the work, the conflict phase of team development was identified, and a model of effective motivation was created. For this purpose, game theory tools were used. As a result of the study, key factors were identified that influence the effectiveness of interaction between project team members, among which are a clear distribution of roles and responsibilities, well-established communications, and the use of modern collaboration and task management tools. Based on the data obtained, the authors proposed a conceptual model for organizing effective interaction between participants in 1C implementation projects, taking into account the specifics of this subject area and aimed at minimizing risks and improving the quality of the results of project activities.

Challenges of scaling agile in large enterprises and implications for project management

PurposeThis study seeks to illuminate the managerial tensions inherent in implementing scaled agile (on the organizational, top management, middle management and team levels) and to frame these challenges within the broader context of project management.Design/methodology/approachThe study adopts a grounded theory approach and delves into a qualitative dataset sourced from 34 interviews with subject matter experts actively engaged in scaling agile initiatives within large organizations spanning various industries. Additionally, the data have been enriched through a comprehensive literature review of the existing body of knowledge on scaling agile.FindingsAs a result of our investigation, we propose a framework of managerial tensions in scaling agile in large corporate settings and a series of research propositions and questions that may contribute significantly to the body of knowledge surrounding the phenomenon of “deprojectification” and propose agenda for the future studies in the field of project management.Research limitations/implicationsThe study also carries significant managerial implications. Firstly, based on the insights from the practice of scaling agile in large corporate setting, management can build awareness of the challenges inherent of transitioning to agile practices. This may help to anticipate the possible problems and proactively develop strategies how to address them. Secondly, management can be instructed about contingencies inherent in scaling agile, along with the potential disfunctions and side effects (unintended outcomes) that may emerge during the transition process. Thirdly, project management practitioners can gain insights on how scaling agile may cause shifts in the approach to managing projects, project team management and competencies that need to be developed to cope with environments where various approaches to managing projects coexist.Practical implicationsThese insights can aid in the agile transition process, beginning with directing managerial attention toward contextual factors and progressing through potential challenges at the organizational, top management, middle management and team levels. Furthermore, the study highlights possible dysfunctionalities and side effects of scaling agile, shedding light on the “dark side” of agile.Originality/valueThe study contributes to the expansion of the empirical database on the implementation of agile practices in large organizational settings. It plays a role in defining and delineating the phenomenon of scaling agile within the context of project management and outlines a research agenda for future project management studies. Additionally, our study adds to the ongoing discourse surrounding the “deprojectification” effect that can occur during the scaling of agile. Lastly, it establishes connections between project management and software development literature regarding the implementation of agile at scale.

Developing ANFIS-FMEA model for assessment and prioritization of potential trouble factors in Iraqi building projects

Abstract The “Failure Mode and Effects Analysis” (FMEA) is a widely recognized and practical method in reliability engineering. Its primary objective is to investigate, identify, and prioritize potential failure modes in a given system, design, operation, or service. However, it possesses several limitations. The present research employs a novel hybrid assessment model that combines the conventional FMEA with the “Adaptive Neuro-Fuzzy Inference System” (ANFIS) technique and “Fuzzy Analytic Hierarchy Process” (FAHP) method. The aim is to overcome the limitations of conventional FMEA and establish a system-based decision model that can serve as an efficient tool for evaluating and ranking potential trouble factors in construction projects, identifying suitable responses promptly and assisting the project management team in recovering troubled projects. The model proposed utilized the amalgamated impact (I T) of cost and time, both of which are gauged via fuzzy AHP, alongside the Probability of Occurrence (P) and the degree of detection and control for potential trouble factors (DCD), as the basis for decision-making criteria, This (decision) is achieved by computing a trouble priority number. The hybrid approach was utilized to assess trouble factors in troubled construction projects. The findings demonstrate that the FMEA-ANFIS-FAHP model can provide a better assessment of trouble factors in construction projects experiencing difficulties. The hybrid model is a viable alternative to the conventional FMEA approach, as it mitigates various limitations and weaknesses inherent in the latter. Additionally, the hybrid model circumvents the need for many experts and expedites the assessment process.

RETRACTED: Sustainable stakeholder participation planning on the basis of analysis of competing project interest

AbstractSustainability has become more than just an aspiration in business. It has become an integral part of business strategy and decision‐making. Organizations have realized that adhering to sustainability with its impact on multi‐facets can drive business success. Long‐term growth requires an understanding of the relationships between people and their surroundings. Engagement of stakeholders is essential for planning, designing, implementing, and ensuring the efficacy of programmes. Due to the requirement for sustainability and the engagement of a greater stakeholder range in project planning, the project plan complexity is growing. The lack of or insufficient engagement of stakeholders throughout the project life cycle, particularly in the early phases of implementation and planning, frequently has a detrimental effect on the intended project performance. Effective stakeholder engagement is essential to counterbalance the combined effects of a lack of contextual knowledge by stakeholders and a lack of support in the field. However, this integration encounters difficulties such as resource restrictions and competing stakeholder interests. To encourage stakeholder engagement with the initiatives, project resources may be allocated based on the relative importance of competing areas. This study intends to establish a Stakeholder Engagement Framework (SEF) to increase the effectiveness of stakeholder engagement in projects by systematically evaluating potential conflicts and integrating the perspectives of stakeholders and the project management team. To do this, we use fuzzy logic inputs to account for ambiguities throughout the project life cycle, as well as stakeholder theory, value‐based management, matrix‐based dependency modeling, and total quality management to provide a framework for stakeholder participation. Then we implement the suggested SEF methodology to organize stakeholder participation for a green building project. The suggested framework will promote stakeholder participation under long‐term goals for project managers by identifying potential conflicts of interest.

Enhancing Project Performance through Effective Team Communication: A Comprehensive Study Integrating Project Management Quotient, Trust, and Management Information Systems

The aim of this study was to explore the relationship between project manager competence and project performance with the mediating role of team communication, employee trust, employee capability and team atmosphere. To achieve its objectives, this study used a quantitative research approach. Data was collected from 175 employees working on various projects in China. A structured questionnaire was used to collect the data from the respondents. All items were measured on a five-point Likert scale adapted from previous studies. Collected data was analyzed by using SPSS. The findings of the study showed that the performance of a project is significantly affected by the competencies of project managers. Moreover, the findings also showed that this relationship is significantly and positively mediated by team communication, employee trust, employee capability and team atmosphere. The findings show that the effectiveness of project manager competencies in enhancing project performance is influenced by these mediating factors which contribute to the success of the project. This research contributes to the theoretical understanding of project management by highlighting the multifaceted nature of project performance. It underscores the importance of holistic project management practices, where emphasis on both project manager competence and team dynamics is essential. Practically, the study offers insights for organizations and project managers, emphasizing the need for comprehensive skill development and fostering positive team environments. This study's originality lies in its comprehensive exploration of the mediating roles within the context of project manager competence and its implications in a globalized business environment.

Integration of maintainability and operativity criteria in the contracts to build under EPC model in energy infrastructures to optimize the OPEX. Example of the methodology to analyse the preferences in the owner and contractor point of view.

The buyer of Project or equipment wants to obtain the maximum profit for the money that is invested in the operation and the seller shall try to give the less for that money to obtain also the maximum benefit. The way both parties regulate their relation is based in the agreement under a contract base, that in the energy infrastructure sector is mostly based in the EPC (Engineering Procurement and Construction) model. The present paper uses the information and data obtained through the development of the PhD thesis of one of the authors, that collected valuable information and assessment about the integration of operability and maintainability criteria in the contracts of a total of 158 projects and megaprojects, with a total contract value close to 40.000 M€. Several of those projects correspond to windmill , solar and hydraulic power plants. The survey done collected information about the perception and point of view of the promoter or owner, the contractor or the supplier, the engineering companies (Project Management Team (PMT)) and several advisors (legal, commercial,..), about the preference of integration of those criteria in the projects that they were involved in, and the phase and the procedure to make the integration, as well as the role of experienced personnel in Operation and Maintenance areas in the whole life time of the projects. The conclusion of the study confirmed that the perception of what the owner and the contractor understand about the integration of operation and maintenance criteria in the projects is really different, but if contractors and/or suppliers would try to understand and deliver at a reasonable price what the owner is expecting from them, their chance to become the preferred contractor in the tenders associated to the projects would be increased.

How Did the Imperfection of an Innovation Project Come About? The Tension Between Legitimacy and Flexibility

Although current project management literature has claimed to learn from imperfect or failing projects, the process through which the imperfection of a project, in particular of an innovative-centered one, comes about remains unexplored. Based on a longitudinal case study of an interorganizational innovation project, the author developed a process model, showing that the project management team involved—consisting of well-integrated members of their permanent organizations—failed to manage the tension between legitimacy and flexibility by relying too heavily on traditional project management practices. This then led to an innovation project that was anything but perfect with respect to both process and outcome.

МЕХАНИЗМЫ УПРАВЛЕНИЯ РЕСУРСАМИ ДЛЯ НАУЧНЫХ ИССЛЕДОВАНИЙ ПО КРИТЕРИЯМ ЭКОНОМИЧЕСКОЙ ЭФФЕКТИВНОСТИ

The purpose of the study is to develop mechanisms for managing the labor, financial and logistical resources available to the university for carrying out scientific activities, providing infor-mation about the human resources potential of scientific research and selecting employees to form the most effective scientific team for the implementation of each scientific project. Research methods include the method of critical analysis of scientific publications, content analysis, comparison, and systematiza-tion. Mechanisms have been developed to determine the amount of funding for scientific projects, taking into account indicators of macroeconomic performance and an indicator related to the use of the results of work obtained within the framework of previous research conducted by the project manager and re-search team. The criteria for the creation of Centers for the collective use of scientific equipment and the transfer of high-tech expensive equipment to them and their acquisition by qualified personnel to meet the needs of various projects, in order to optimize the cost of purchasing material and technical resources for scientific projects, in particular, equipment, are substantiated.

МОДЕЛЬ СИСТЕМНОГО ЛИДЕРСТВА В ЦИФРОВОМ УПРАВЛЕНИИ РЕСУРСАМИ, УЧИТЫВАЮЩАЯ ДИНАМИЧЕСКИЕ ВОЗМОЖНОСТИ ОБРАЗОВАТЕЛЬНОЙ ОРГАНИЗАЦИИ

The purpose of this article is to develop conceptual provisions on the formation of an educational organization management model taking into account dynamic capabilities and the development of ecosystems in the field of education. The methodology of the research is the use of resource-based approaches to the management of an educational organization in the context of digitalization of activities and educational processes. The results consist in the development of a model representing a combination of a system leader and a set of project management teams that, within the framework of an educational organization, ensure the formation of new technologies for using resources within an already virtual space (in the form of educational ecosystems). Conclusions: system leadership can be implemented through ecosystem integration of educational organizations with methodical subordination to the system leader of a successful organization and his team.