FORMS OF SELF-ORGANIZATION OF GROUPS AND COMMUNITIES IN PROJECT MANAGEMENT: PRACTICE AND DEVELOPMENT PROSPECTS
Abstract and keywords
Abstract (English):
Global trends in the development of project management are characterized by the transformation of the project approach in the direction of its human orientation and the acquisition of special values by subjects of project management. In this regard, the article considers various forms of self-organization of groups and communities — from youth groups to associations of professionals — in the field of project management in Russia and in the world, identifies and analyzes the reasons for self-organization, presents the advantages, disadvantages, degree of stability, areas of application of various forms of self-organization, as well as describes practical experience and offers prospects for the development of some of them. Special attention should be paid to the characteristics of external and internal factors (from the macro environment to the internal state of individuals) that contribute to the process of integration and cooperation of people to solve joint tasks and achieve goals. The results of the research can be used by scientific, professional and youth communities of project management to select appropriate forms of joint interaction in order to obtain certain values for the subjects of project management — self-development, self-learning, self-realization — to solve the tasks.

Keywords:
project management, self-organizing groups, professional communities
Text

 

 

            Project management is one of the most effective forms of business organization. There are many examples that confirm the effectiveness of project management in different areas and fields of activity of various organizations and enterprises. But these same examples clearly prove that the success of project management is largely determined by the team of people who are engaged in the use and promotion of project methods and technologies [1-4]. One of the most striking features of such teams is their high degree of self-organization and self-reproduction.

            Recognizing the importance of having such teams makes the following questions relevant for research: what are the forms and causes of self-organizing and self-replicating teams, what environmental factors contribute to this, what are the advantages and disadvantages (risks) of these teams, what experience is available and how it can be used. The answers to these questions are presented only in a fragmented way in various publications and sources. For example, statements about the role of teams in projects, the requirements for teams and their competencies can be seen in various publications [5-10]. However, we could not find clear and detailed answers to our questions. To substantiate the answers, the authors' team of this article conducted a study using the case analysis method. It is based on examples of self-organizing groups and communities from various areas where self-organization has shown itself clearly and significantly: education, public administration, social movements, projects, and professional communities. This helped to draw certain conclusions that can become the basis for further research in this direction.

            One of the main conclusions was the confirmation that often in project management groups and communities are formed on the principles of self-organization, self-motivation and self-reproduction. Further examples will be presented showing such forms of self-organizing groups as University transformation teams, project management development teams at the national and international levels, and professional communities. The generalization of these practices allows us to draw particular conclusions that are important for the topic under study:

            - project management due to its features, for example, the high role of the human factor, more often and to a greater extent provokes the emergence of self-organizing groups and communities, in comparison with other methods of organizing activities;

            - the emergence of self-organizing groups and communities is preceded by two groups of reasons: formal reasons (the need for teams or communities for some official tasks and their initiation under the influence of formal factors, usually the installation of official leaders); informal reasons (the initiative and voluntary initiation of teams and communities by leaders, professionals). The first option is self-organization in the “top-down "vector, the second one - in the “bottom-up” or “horizontal" vector. Despite the fact that the second option most fully corresponds to the essence of self-organization, in the first option, it is also possible to create self-organizing groups and communities, the impetus for which is the need and awareness of responding to the formal tasks set;

            - for modern self-organizing groups and communities in the field of project management, relevant issues are: the role structure and relevant competencies, shared or team leadership, independent building and maintaining effective communications, self-coordination of activities, identifying and ensuring the meanings and values of finding each participant in such a group or community, self-motivation and providing conditions for high involvement of all participants, flexible and rapid response to highly dynamic conditions of existence, awareness of the moment, when a group or community should transform or cease to exist.

            To confirm the conclusions made, as well as to analyze particular reasons, advantages and disadvantages, the state and prospects of development, some examples of self-organization of groups and communities in the field of project management will be provided.

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            Let's turn to the practice of developing project management in universities and give the preferred characteristics of project teams. Despite the fact that this practice is industry-specific, it also allows us to draw general conclusions about self-organizing teams that are useful for different industries.

            At present, it is becoming obvious that the use of project management in higher education institutions is not a fad, but a necessary practice in the existing conditions and within the framework of promising areas of University development. Universities operate in a situation of high uncertainty and changing environmental conditions. Therefore, ways of organizing activities are needed that would best meet these conditions. The project approach and specifics of project management are in good agreement with the tasks of rapid and effective response to the dynamics of the environment and its uncertainty.

            These conditions, as well as current trends in the development of higher education, and the policy of University transformation implemented by many countries require changing approaches to solving the problems that universities face. Such important tasks for higher education institutions as modernization of educational programs, positioning of Russian science in the world scientific community, digitalization of activities, changes in organizational and managerial models of higher education institutions, and others can be successfully solved thanks to project management.

            In other words, the relevance of project management development in higher education institutions today is not in doubt. At the same time, the tasks of forming and developing effective project teams come to the fore. Ambitious goals can no longer be achieved by a single enthusiast. Today, it requires the effort of teams of like-minded people, whose activities are organized according to the project principle. And today, these teams should be not only intra-University, but also broad – based cooperation-interuniversity, with the participation of stakeholders from business and government.

            Such teams often arise and function on the principles of self-organization, self-regulation, and self-motivation. To improve the efficiency of such teams required to solve a complex of tasks: support of the role structure of teams and ensuring the complementarity of the roles of each participant, creating the conditions to identify potential team members and their development, the creation of motivational conditions and factors involved in the work of the team, positioning the team in the external environment and building communications with other teams. Let's imagine this situation in more detail.

            To achieve project results, systematic work is required to develop the potential of each project participant. The challenges facing universities determine the hypothesis that" single stars "are not able to provide" a unique result in a limited time and resources " -a single star team of the project is needed. The team must be balanced, and all roles must be represented (for example: idea generator, resource provider, controller, Communicator, and others). The team must develop. This development should be managed taking into account the deficits of those competencies that exist "for specific teams in a specific period of time". The authors of this article believe that working with the team on its development should be supported instrumentally. Both initial and subsequent steps to develop the competencies of project team members should be formalized.

            Experience shows that the formation of the competence profile of each project participant and the project team as a whole ensures the success of not only a specific project, but also lays the Foundation for future achievements. In the opinion of the authors of the article, it is advisable to use the Leader-ID services as such accessible tools.

            The team of authors studied the cases of many universities, confirming the correctness of the conclusions made. Here is an example of a University that successfully solved these tasks.

            Related activities were implemented in the annual cycle:

            - training and certification of specialists, formation of project culture through the inclusion of employees and students, external stakeholders of the University in the current project activities. An important condition for development was the presence of a parallel project track, in which members of the project teams (including " from outside») they worked out their knowledge, " made mistakes, sorted out mistakes and reflected, and did it again."

            - revision of the system of accounting for the labor intensity of the training load, which allowed teachers to" free up " time for other than educational activities: research, project.

            - distribution of projects. Their focus and number are evidence of the stages in working with project teams, reflecting the level of organizational and technological maturity of the University in the field of project management (on a 5-level scale – the beginning of level 4 "managed"), the involvement of the University in the implementation of national projects.

            Summarizing the experience of universities in the Russian Federation allows us to formulate key product results - the benefits of universities from the use of project management tools:

            - the formation of habits of expert evaluation. Each initiative before becoming a "project" concept goes through the process of "learning from previous initiatives", which improves the overall quality of work;

            - acquisition of experience in implementing large inter-University projects of the full life cycle;

            - creation of a set of project teams in higher education institutions, ranked by the level of project complexity;

            - organization of development of project teams ' competencies;

            - use of corporate project management systems for monitoring, evaluation, support and development of projects integrated with related information modules of higher education institutions: contingent, personnel, accounting, document management.

            The study of project management cases allowed us to choose from a variety of ready-made solutions that best fit the conditions of the University ecosystem. And, after additional testing already in the conditions of the ecosystem of a particular University, use the most effective methods of overcoming mistakes.

            Important conclusions of the analysis are the following:

            - self-organizing teams of University projects go beyond the borders of individual universities, they are already multi-subject and multi-functional teams;

            - institutional formations are needed that would help unite the efforts of teams from different universities and increase the synergistic effect;

            - universities have a need to generalize and translate experience and successful practices in the field of project management.

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            Professional communities, expert councils, associations, and other institutional forms of interaction and cooperation of self-organizing teams can help solve these and other problems.

            One example is the Council for the development of professional project management in higher education and research organizations. The Council was established under the Association of project management «SOVNET» in November 2018 in order to develop professional project management in higher education and research organizations.

            The main tasks of the Council that were identified as a result of summarizing the experience and needs of universities, are:

            - conducting research to determine the specifics of project management in higher education institutions and developing a project management model in higher education institutions;

            - exchange of experience in teaching project management in higher education and research organizations;

            - distribution of adapted tools and techniques for project management in universities;

            - development of a methodology for evaluating the project management system in universities;

            - implementation of methodological support for the nomination " project Management in higher education and science "in the framework of the" Project Olympus " Competition, including providing a pool of competent assessors;

            - conducting round tables, webinars, as well as participating in conferences and forums as experts.

            The Council's experience suggests that these tasks are relevant for many universities and are supported by them.

            The experience of creating and operating a Council is the experience of a self-organizing team. This practice, as well as an analysis of other practices, allows us to highlight the advantages and problem areas of such teams.

            The advantages include:

  • high motivation and involvement of team members, as their Association in the team was based on the principles of voluntariness and high interest;
  • high level of expertise and qualification of the members of the self-organizing team, which allowed us to see the prospects of the formed team;
  • developed cooperation, communication skills, and team leadership abilities.

            Problem areas include:

  • the need for self-management of communications, independent support of high and stable performance of the team;
  • the importance of developing self-motivation skills and maintaining engagement by the team itself;
  • high dependence on the correct placement of intra-team roles, ensuring compatibility and complementarity of these roles.

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            Taking into account the strengths and problem areas of self-organizing teams is also useful in other practices. Let's turn to the description of the experience of implementing project activities in various communities that also operate on the principles of self-organizing teams.

            Let's study the experience of formation and functioning of local groups of the Young Crew (YC) IPMA Youth movement in Russia and in the world. Such groups can also be attributed to self-organizing, this practice is useful from the point of view of identifying strengths and risk areas of the functioning of such groups.

            In any organization, young people are the potential for the company's development, but in most modern organizations in Russia, Europe, Asia, India, China, the United States, Brazil and other countries, this is rather an "untapped" potential. To unlock the potential of young people, involve them in project activities and create conditions for growth in project management, local groups of the YC Youth movement are created.

            Today, young people in the world of project management are yesterday's students or just interested people with or without experience. The situation is worse when projects involve people who are far from the methodology and culture of project management and learn all its basics from their often unsuccessful experience. In order to attract young people, introduce them to the world of project management, show them all the opportunities and prospects, the "wing" of the International project management Association was created - the YC Youth movement, which is one of the key components of the organizational structure of the International project management Association, since YC members are the leaders of tomorrow. YC was intended to be a global network for young professionals passionate about project management, a platform for young project management professionals and students under the age of 35.

            YC mission presented on the site www.ipma.world, States the development and promotion of the project management profession among the young and developing community by:

  • Development of competencies in the field of project management, programs and project portfolios;
  • Providing global recognition of achievements from working in projects, programs, and project portfolios;
  • Counseling for career issues in the field of management of projects, programs and portfolios;
  • Environment settings for networking with the global project management world.
  • Values that YC executives pursue in various countries:
  • People are the greatest value in any endeavor;
  • Professionalism is developed through the enhancement of competence, responsibility and accountability;
  • Diversity adds value that can only be extracted through respect and appreciation of value;
  • Curiosity and passion are the key to personal development and lead to creativity and innovation.

            These values allow us to draw an important conclusion for the topic of this article: self-organizing teams, along with other tasks, bring to the fore the tasks of personal development, disclosure and use of talents, maintaining high motivation to participate in such teams, obtaining the key values for each person to participate in this kind of professional community and in a self-organizing team.

            The YC cross-cultural leadership team is responsible for developing new projects and ensuring the continuous development of YC members through projects and initiatives. It cooperates with YC's national offices in each country. The current Board is elected for the period 2018-2020 and reports to YC IPMA Vice President Golamreza (Kami) Safakish, Iran. The YC Board currently consists of the Chairman of the Board (Germany), head of communications and marketing (Croatia), head of the trainers and program mentors and owner of the Global Young Crew Workshop project (Slovakia), head of innovation and sponsor of the Young project Manager of the year award (YPMY) (Portugal), sponsor of the international project management championship (GeCCo) and head of membership (Austria), sponsor of the international project management Championships (IPMC) and head of talent management (Serbia).

            In addition, there is one YC representative office in 56 countries, each with its own different management structure. The lowest level in the YC movement management hierarchy can be considered Local groups, which are not represented in all 56 countries, but only where the YC movement has accumulated experience and geographically remote youth teams. Most often, such local groups are based on universities.

            Despite such a variety of YC youth associations around the world, the activities of each Of them, without exception, are rather monotonous and sluggish. To evaluate this, just look at some indicators (information is taken from YC sites in different countries):

    • the number of individual events of each YC Youth Association held regularly per year from 0 events (90% YC) up to 3 events (10% YC);
    • advertised results of activity, updating and updating of the site are observed in 14% of YC;
    • matching YC mission results 0% YC.

            Problems that can be identified in the organization of the international youth movement YC:

            1) lack of information:

    • about where something interesting is happening, has happened and will happen;
    • about the accumulated experience, successful practices, high results;
    • how to join YC, whether there will be any confirmation about joining, how long it is valid;

            2) lack of motivation to join YC due to "blurred" prospects;

            3) lack of YC identity in different countries:

    • why should you join in this country?;
    • "special" events held in this country;

            4) lack of communication among local groups, weak communication between local groups and the leadership of YC countries, between the leadership of YC countries and the Central office.

            In connection with the above, it is necessary to review the mission of the YC movement and bring it into line with the ongoing activities, as well as improve it taking into account unused opportunities. Suggestions for adjustments with proposed activities are shown in table 1.

 

Table 1.

Adjusting YC activities to reflect the mission review

YC mission

Comments

Suggestions for adjustments

Development of competencies in project, program and portfolio management

Due to the fact that YC members are young professionals in the field of project management, their participation in any YC events will not be able to form and develop their competencies in the field of program management and project portfolios. There are no such training events in YC.

The formation and development of basic competences in the field of project management

Providing global recognition of achievements from working in projects, programs, and project portfolios

Participation and victory in events organized by YC IPMA management-Championships, awards, competitions-does not provide for "global recognition of achievements from working in projects", but rather can be said about events held by IPMA.

Access to the best practices of project management

Counseling for career issues in the field of management of projects, programs and portfolios

In fact, no one is involved in career counseling separately, and this should not be included in the YC mission, since attracting interested participants is part of the work of YC Youth associations, and career counseling is only a small part of the entire campaign.

Involvement in real projects

Setting up an environment for networking with the global project management world

In this formulation, it is not clear who sets up what, when, and what the global world of project management is.

Integration into the project environment at national and international levels

            In order for the YC movement to become dynamically developing and effective, it is necessary to:

    • move away from purely volunteer activities to highly motivating ones. To do this, it is necessary to find out the real interests of all stakeholders and develop incentive measures;
    • offer real projects for analysis, study and independent development both at the national and international level;
    • create a knowledge base on project management and practical experience;
    • focus not only on the practical focus of YC's activities, but also on the scientific one. In this regard, a positive example is the scientific journal published by YC Serbia, which presents articles by YC members. Another positive example is the one opened in 2020. on the basis of the local YC group at the State University of management, there is a scientific student laboratory, which results in allRussian and international school, student and scientific-practical conferences, publication of scientific collections.
    • ensure the continuous development of YC members not only through projects and initiatives, but also through training webinars organized by YC members themselves;
    • implementation of crosscountry interaction of local YC groups – holding joint events, inviting publications, translating publications into other languages, participating in questionnaires, etc.
    • providing not only financial, but also practical assistance in implementing the plans of local YC groups.

            The given example of the creation and functioning of local groups of the Young Crew Youth movement helped to see such an urgent problem as the need to manage a self-organizing group. In some cases, established groups require assistance in forming and maintaining communication channels, creating and updating an environment that motivates self-organizing groups, and coordinating activities. In other words, the degree of self-reproduction and self-management of such groups may vary.in some cases, groups with a low degree of self-management require flexible and soft control actions.

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            Let's study the experience of the community of project managers in the public sector of the Russian Federation, which will help to confirm previously made conclusions and see new features of self-organizing groups.

            The formation of communities of project managers involved in public sector projects in the Russian Federation began at the turn of 2014-2015, which was due to several factors:

            Firstly, in 2014, the Project Olympus competition was organized under the auspices of the Analytical center under the Government of the Russian Federation. Its main task was to identify the practice of applying project approaches in the activities of public authorities. About 100 applications were submitted for the competition and more than 20 experts in project management were involved in the evaluation of participants. This first contest "Project Olympus" and became the point of crystallization, on the one hand, community assessors – professional, evaluating the participants and, on the other hand, community participants and practitioners, which promotes the idea of project management in the public sector.

            Secondly, in 2015, the main activities of the Russian Government included the item "on the introduction of project management methods in the activities of government bodies", which allowed us to consolidate the idea of applying project approaches at the Government level.

            Thus, the fact that experts and professionals of project management finally have a platform of communication on a national level in the form of "Project Olympus," and that was designated to support the project management at the level of the Russian Government gave a powerful impetus to the formation of one of the largest communities of professionals in project management community of assessors of the contest "Project Olympus".

            Currently, the community of assessors consists of about 150 people, 80-90 of whom annually participate in the evaluation of new contest participants free of charge. The community has been quite stable for several years and is periodically replenished by the winners of the competition who have successfully proved themselves in the implementation of projects. In addition, starting in 2017, commercial organizations participate in the competition, which allowed adding practitioners from the commercial sector to the community of assessors. Currently, Project Olympus assessors can be found in the management and specialized departments of Federal and regional Executive authorities, major state corporations and private companies, educational centers and universities.

            The community of assessors is represented by more than 50 regions of Russia. Contacts are constantly maintained in the profile chats of messengers. In addition to directly participating in the competition, the community regularly holds profile meetings, round tables, conferences, and its members actively participate in thematic events in Russia and abroad.

            The strengths of the community include high professionalism, cohesion and a friendly atmosphere in the communication of participants. Regular joint meetings and group work during the competition allowed us to create a community of like-minded people. An important element of supporting the existence of the community is the annual contest "Project Olympus". If the contest is discontinued, there is a risk of a gradual decline in activity.

            In addition, it should be noted that since 2016, when the Project Office of the Government of the Russian Federation was established, regional project offices have also been actively formed, and in 2017, at the PM Bridge conference in St. Petersburg, a chat community of regional project offices was created, which currently consists of more than 250 participants from project offices in all regions of Russia. This community promptly discusses all the nuances of regulating project activities in the public sector, exchanges experience and best practices, and community members regularly hold events within the framework of the annual conference "Practice of project management in the public sector", which is held annually at the Analytical center under the Government of the Russian Federation.

            The community of regional project offices is currently the most convenient tool for inter-regional interaction on the subject of project activities in the public sector.

            A risk factor is a possible change in the regulation of project activities in the public sector of the Russian Federation, which may change the existing structure of regional project offices, which will lead to a natural collapse of the community.

            This practice allows us to add that self-organizing groups exist and are motivated by the presence of a "live" and relevant task, when such groups are terminated, they quickly disintegrate. Also, a feature of modern self-organizing groups and communities is their " open nature”, the ability to join them for many participants, regardless of territorial or other affiliation.

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            There is another example of self-organization of communities that should be described: the experience of creating a regional project management club. It is worth noting that there are still a limited number of regional project management clubs in Russia. Let's look at the experience of organizing such a club on the example of the city of Tomsk, where the club was active from 2013 to 2017.

            "The PM (project managers) club is an Association of Tomsk specialists in the field of project management. It allowed us to develop project management competencies among specialists, be in the professional community, and learn about new tools, approaches, and trends.” The club was organized by the non-profit partnership "PIT Business partners", with the support of the project management Association SOVNET.

            The reason for the creation of the club was the need for a platform for the exchange of best practices between project management professionals from various companies, universities, and the regional administration. The main formats of the work were:

  • holding meetings with presentations of practical experience: 1 meeting per quarter;
  • annual large-scale project management event in the region (in different years with the support of the Tomsk region Administration).: "All-Russian conference" Best project management practices-2015", Summing up the results of the contest "Best project of the year" , holding round tables with SOVNET management)
  • organization of master classes on narrow topics at the initiative of club members.

            The club had more than 100 active members.

            Thanks to active forms of discussion of the need to develop professionalism among project managers, by 2017, the club had more than 50 people who were certified in project management according to the international IPMA standard.

            It should be noted that the necessary conditions for creating a community of project management professionals in the region can be:

  • regular events (at least once every 2 months), otherwise participants lose motivation to participate in the club,
  • the presence of an annual "status" event, with the mandatory participation of Federal experts, which creates an important value: to be on the current agenda,
  • participation of University representatives who form the economic agenda and maturity of the club,
  • participation of representatives of enterprises that form an understanding of current tasks, challenges and problems facing the real sector of the economy.
  • access to professional knowledge through partnership with the National Association.
  • the presence of several leaders in the club: from the business environment, certification provider, to the academic environment, which makes the organizational structure of the club more stable.

            The main risks for the stable functioning of the club were two factors:

            1) Changing the interests of club leaders and organizers. Some of the leaders changed their job responsibilities, and a number of representatives could no longer be actively involved due to their age,

            2) Change of residence. If the first factor was predicted by many members of the club, this factor was very unobvious. Club members gained a broad understanding of the context of the situation with the development of project management in Russia, and together with additional collective motivation for personal development and professional development in this area, they gained competitive advantages, which led to an increase in their positions in various companies. In turn, since there is no concentration of a large number of industries and large businesses in the Tomsk region, specialists with similar competencies were " lured” to other cities.

            It is worth noting that the club has played a significant role in the development of professional project management at the enterprises of the Tomsk region, on the one hand, and in the careers of individual specialists on the other. After 2017, the club ceased to function on a regular basis and by 2019 ceased to exist. Thus, it can be noted that the appearance of such regional clubs has a positive impact on the development of professional project management in a particular territory, and is effective, including for its participants.

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            Summarizing the results of the analysis of various practices: all of them show the positive role of self-organizing groups and communities that help to develop project management and to develop project management professionals. The main conclusions were the following:

            1. self-organizing groups and communities are a useful and modern trend that corresponds to the specifics of project management.

            2. the reasons for the appearance of such community groups can be both external formal factors and subjective factors of the initiative of the group members themselves;

            3. the existence of such groups makes sense as long as their members receive certain values for themselves and are willing to support these groups;

            4. despite self-organization, such groups require management influence and support either on their own or by other interested parties;

            5. there are many advantages to creating and operating self-organizing groups and communities, but there are also disadvantages that require consideration and attention;

            6. self-organizing groups and communities have their own urgent tasks and problems, in particular, maintaining communication, role identity of group members and competence development, shared team leadership, creating conditions for growth and involvement, and others.

            The research allowed to confirm the main conclusion: self-organizing groups and communities have great opportunities and potential, and they are a modern form of project management development. To develop common recommendations for the initiation and support of such groups requires further investigation, this is a promising direction of scientific and practical investigations.

 

 

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