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3ECONOMIC SCIENCES
PROFESSIONAL COMPETENCE OF THE TEAM IN TERMS OF FLEXIBLE TECHNOLOGIES IN
PROJECT ACTIVITIES
Apenko S.N.
Head of Chair in Innovation and Project Management Full Professor, PhD., OMSU Omsk, Russia Eremenko E.I. Center of Business Education, Director Dostoevsky Omsk State University Omsk, Russia Romanenko M.A. Candidate of Laws, Doctoral Student Dostoevsky Omsk State University Omsk, Russia
Abstract
Flexible technologies relate to effective organization method of project activity in companies. There are restrictions and special conditions for use of flexible technologies. In cases where these conditions are available, flexible technologies, as experience of different countries shows, are able to provide values of project stakeholders. Along with the fact that the flexible technologies of project management implemented by many companies, there is a set of understudied questions that we consider following: What special professional competence must have the members of the team working in an agile technology projects? How is it best to develop these competencies? Finding answers to these questions are dedicated to our research, the purpose of which was to identify a set of professional competencies of project teams, working on the basis of flexible technologies. Research methods: expert survey of 32 enterprises in Russia. The results of the study are: the authors developed a competency model of project teams using flexible technologies. The results of the study can be useful not only from a scientific point of view as the development of theory and methodology of agile project management, but also from a practical point of view, by showing professionals what exact competencies and how to develop them in teams using flexible technologies.
Keywords: project management, agile technologies, project team, professional competences
1. Introduction
Formation of professional competences of the project team, implemented with flexible technologies, is topical, because, firstly, flexible technologies are widely used in different organizations, and secondly, the effectiveness of the projects with flexible technologies of performance is largely determined by the quality characteristics of human resources of the project team. Originating in the IT-industry, flexible technologies in the last decade are actively used by financial institutions, industrial enterprises and organizations of the sphere of trade. This is due to the great potential of flexible technologies. The experience of many organizations that implement projects using agile technologies, says that without a specially trained team possessing a specific set of important properties, flexible technology will not give the expected effect.
The actual problem lies in the fact that, in practice, often managing a project team with flexible technologies of implementation is suitable for a normal team without taking into account its specificity, special requirements and professional competencies of its participants. This happens for various reasons, including, on the one hand, the lack of research and recommendations for professional expertise with flexible technologies, on the other hand, is not the willingness of many organizations to develop their own model of team competen-
cies in terms of flexible technologies and to select appropriate methods for developing these competences. As a result of human resources of project using agile technologies are not suitable for these specific conditions. It takes time to understand how to develop the project team. Lost time leads to a lower effectiveness of the project.
The aim of our study was to develop and validate a model of professional competences of project team members working with agile technologies. To achieve this goal were set following tasks:
- to reveal the peculiarities of activities and distinctive characteristics of the team implementing the project with the help of flexible technologies;
- to develop a methodology for the expert survey on the problem of professional competence of the project team with flexible technologies;
- to determine with the help of experts a set of professional competences of the project team implementing the project with the help of flexible technologies;
- to develop a descriptive model of professional competences of the team in terms of flexible technologies in project implementation.
Hypothesis of the research:
1. Hallmarks of the project team with flexible technologies are the complex of features, which includes the features of the content of the functions, organization and conditions of operation and which
makes the project team not just a group, but a flexible team.
2. The main competences of the project team should include communication skills, leadership, capacity for self-governance and self-organization activities, personal qualities required by the specific organization of the activities of agile teams;
3. Priority competencies in the model are communicative and team characteristics, and also the ability and motivation to self-government and self-organization.
2. A review of the literature
For our study it is important to define the concepts "agile methodology" and "professional competence". Also an important task of theoretical analysis is to review the literature on the use of human resources in projects, as well as competencies of managers and executives of projects.
In the theory of systems flexibility is understood as the ability of structural-functional (self -) improvement of the facility, systems, etc. For example, researchers Ivanova T. Yu., Prikhodko V. I. talking about flexibility, referring to "the ability of a system, subjected to certain influence, normative or adaptive change its state and (or) behavior in the limits imposed by the critical values of its parameters" [16, p. 123].
In relation to the management of projects came the development of a flexible methodology in managing it projects, projects for creating the software. Agile is a family of methodologies, which include: Agile Modeling, Agile Unified Process, DSDM, Feature driven development (FDD), Scrum, lean software development, and others. In general terms, the essence of the totality of agile methodologies are in changes of the project parameters and in managing it in process of the changes, clarifications and concrete definition of customer requirements. That is, the essence of agile methodologies in the management of IT-projects is identical of the essence of flexibility in the general theory of systems.
Recently agile methodologies began to be applied in different projects and in different organizations, regardless of industry kind. But the essence of agile methodologies remained the same. For example, Volfson B. says that agile is a series of approaches to product development, focused on the use of iterative development, dynamic generation of requirements and ensuring their implementation as a result of constant interaction in self-organizing working groups consisting of specialists of different profiles [3]. Many authors, such as Kohn M., Robert S. Martin, James W. Newkirk, Robert S. Koss, note the main features of these methodologies [5, 14]. Their studies contain conclusion: agile is built in such a way that the changes are welcome, and the uncertainty is recognized. It is the methodology, as it includes principles, values, methods and techniques, technology of work of the project team to create a product.
In the study of agile methodologies becomes clear that they are directly linked to the management of human resources of projects, as in their content, they represent good practice of labor organization in small groups (which make similar creative work) in association with their management of combined (liberal and
democratic) method. Without denying this fact, however, the authors of the publications on agile methodologies does not explore deeply the issues of project team implementing flexible technologies, as well as the question of the specificity of the organization of the work of this team. Only indirectly can be highlighted these features by studying the descriptions of the individual technologies of team work. For example, the description of Scrum by Volfson B., M. Kohn, and the other allows highlighting some specific Scrum project teams and their activities [5, 16].
Analysis of literature on agile methodologies allows saying that at the moment there is an acute shortage of research on the competencies of the project team, operating using agile technologies. To conduct our study let's refer to the essence of professional competences. For example, authors such as Prahalad C. K., Hamel G., Hollyforde Sarah, Whiddett Steve reveal the essence of professional competence [4, 12]. Professional competence is commonly understood as a system of knowledge, skills, abilities, motivation and values employee showed in his behavior and influence the success indicators [1, 10]. Justification of professional competencies of the employee is occurring with the analysis of its activity, as well as with the expert survey.
In the literature on the management of all projects, there are recommendations on the competencies of the project Manager. For example, the authors Bogdanov V. V., Larson E., Mazur I. I., Shapiro V. D., Olderogge N. G., Polkovnikov A. B., Meredith J., Mantel, S. Jr., Razu M. L., Jacutin V., Razu, B. M., Bronnikova T. M., Titov S. A., Tovb A. S., Zipes, G. L. are talking about the importance of competencies in project management, on the role of project manager [2, 6, 7, 8, 9, 11, 13, 15]. In the fourth version of the standard IPMA -Individual Competence Baseline 4.0 were given a system of competencies of the manager of projects, programs and portfolio of projects. However, these recommendations on competences do not take into account the specifics of projects using flexible technologies.
Thus, the analysis of the literature shows that reveal the various issues in agile project management and professional competencies of project managers, but there is no answer to the question, what competences should have a project team working in terms of flexible technologies.
3. Research methodology
The goal and objectives, formulated hypotheses dictate the three stages of research:
- the first stage is to identify specific activities of the team working with the help of flexible technologies, the main method at this stage is the analysis of the literature;
- the second stage - the justification of a set of relevant professional competencies of the project team in terms of flexible technologies in accordance with the selected in the previous step, the characteristics of flexible team operation, the method at this stage - expert survey;
- the third stage is development of model of competences of the project team, working with flexible technologies, the method at this stage - grouping and logical generalization.
For the method of expert evaluations, we have developed a questionnaire and conducted a survey of 32 enterprises, one of the typical regions of Russia -Omsk. The survey was conducted in 2016.
The selection of enterprises for the expert survey was performed according to the principles of: availability of project activities in the company; availability of different levels of project management in the company, including using agile methodologies; the need for survey coverage with different companies (size, industry, scope of activities).
Sample includes companies that meet these selection principles. The representativeness of the sample was ensured by the observance of these principles. The key criterion was qualitative, not a quantitative principle of sampling. The criteria for selection of experts in the enterprises were the following: work experience in project activity not less than three years, work experience at the studied company for at least three years. Also were considered the position related to the implementation of project management: head of programs and project portfolios, project office director, deputy director for strategic development of enterprises, chief project engineer, project manager, etc.
4. The results of the study
First of all, we have analyzed various publications on agile methodologies in project management. Also we used the method of participant observation for operation of the agile teams. This allowed us to identify and to summarize the activities of the project team, which is implemented using flexible technologies. The following list of features:
1. the high level of the collective nature of the activity, the high interdependence of functions and higher requirements on cooperation and coordination, the principle of "everybody do everything";
2. the need for self-organization activity of the project team;
3. a combination of group and individual tasks of activity, dominance of collective goals over individual tasks and functions;
4. the high dependence of the tasks and functions of activity to the changing of customer needs of product of the project, as well as changing important factors for the project;
5. the need for frequent changes of the methods of implementing varying functions;
6. the need to combine individual work into a narrow and small area or piece of the project and work on the whole project;
7. the important role of intra-group communication, the need for different communicative practices -daily meetings, regular discussions, sessions and other practices on the project, it is important to direct communication face-to-face of all team members;
8. the need to achieve the maximum effect of activity of team characteristics of project teams, namely high cohesion, unity of purpose, unity of interests and values, and other qualities of the group-team;
9. the dependence of the results of activity from the creative and innovative potential of the performer of this activity, the high share of the creative nature of the work;
10. often joining the team and the project customer and(or) user of the product of the project, the need for frequent and special way of communication between team and customer, by the user;
11. high the role of personality factors of team members, which means the following: each employee participating in the phased production of the product should be involved in the process of rethinking of their objectives and a common cause; everyone can stop the production process and make rational proposals;
12. the combination of diverse functions, therefore, the importance of creating cross-functional teams;
13. the necessity of special project culture in the team, namely innovative, emotionally and technologically involving employees in the production of quality product, developing and supporting both team and shared leadership.
14. the predominance of cooperation rather than subordination in the relationship of "project manager -the contractor of the project".
Having defined the set of features of the team activity, implementing the project with the help of flexible technologies, let's refer to the description of competencies required for this activity. Note that we will select competencies that correspond to the specifics of the agile team. We did not determine the competence required by the specific content of the project implemented by the team works, i.e. the subject area of the project.
To highlight the professional competencies of agile project team was used the method of expert evaluations. A survey of experts conducted in 32 enterprises of Omsk. First of all, the experts were asked to answer questions related to clarifying the prevalence of flexible technologies of project management in enterprises. Realizing that many businesses may not possess the terminology of flexible technologies, we gave a list of techniques from flexible technologies, and asked the experts whether in the practice of their enterprises these techniques are used. The answers of the experts are summarized in table 1. As you can see, according to 71.4% of the experts indicated that their companies use such practices as dividing the process of product creation in the private sub-processes and executing them through cross-functional (multifunctional) interaction of team members, and then systematic review together with the project team and the customer quality of intermediate results of individual sub-processes and works of the project. This is the most important elements of agile methodologies. Team work methods are developed, organization-specific activities in accordance with the flexible technologies of project management. For example, developed a practice in which the project team together with the customer and determines customer requirements, clarifies and corrects the project as customer's requirements come. Also used a practical method when the gather ideas from teams, which are transferred together with the team in goals and plans.
To the question: "Which of these technologies are not applied, but they are interesting to you, and you would like to use them?" - named technology:
- conduct a retrospective analysis of the project, That is, companies either already using the practi-the reasons and factors of success and failure of the pro- cal methods of flexible technology, or want to try them j ect; out on your experience.
- use visual boards to demonstrate the priority of the project work, their performance, project status, problems and ways of solving them.
Table 1
Responses to the question: "What technologies are being applied in the project teams in your organization?"
Answers Number of respondents
experts %
Gather a team together with the customer and define customer requirements, clarify and adapt the project as customer's requirements come 18 57,1
Create a list of works of the project together with the project team and the customer 9 28,6
To share the entire process of creating the product into sub-processes and implement them through cross-functional interactions of participants 23 71,4
To divide the work in operation and visually on the Task Board to record what was planned to do, what has been done, what needs to be done 9 28,6
To conduct a retrospective analysis of the project, the reasons and factors of success and failure of the project to use the Task Board 9 28,6
Systematically check together with the project team and the customer quality of intermediate results of individual sub-processes and works of the project 23 71,4
To identify with a team positive events and events that require intervention, to systematically detect risks and to eliminate them using a team effort 9 28,6
Use Task Boards to demonstrate the priority of the project work, their performance, project status, problems and ways of their solution 9 28,6
Collect team ideas, translate them into goals and plans with the entire project team 14 42,9
To coordinate the work of all team members, hold meetings in order to share information 9 28,6
Flexible technologies are characterized by the use of cross-functional project teams. Currently 57.1% of the experts said that their companies encouraged the creation of temporary cross-functional teams, the rest 42.9 % said that there is no such practice yet, but their enterprise plan to implement it. The majority of experts stated that the effectiveness of such teams is very high. We believe that this result is also indicating the development of flexible technologies in enterprises.
Turning to the issue of professional competences, first of all, we learned expert opinion on the readiness of staff to work in flexible teams. Received the following answers: 71,4 % of the experts said that the staff is partially ready, but requires the development of many skills; 14.3% of the experts said that the staff are poorly prepared to work in agile teams and require serious training of staff; only 14.3 % of the experts said that the staff is ready to work in flexible technologies.
What it is necessary to develop personnel to enhance its readiness to participate in projects with flexible technologies? The experts expressed their position on important competencies for agile teams (table 2). They noted the most important for agile teams' staff competency, and identified those competencies required to develop employees in their companies.
As shown in table 2, the experts consider very important motivation, involvement and commitment of participants in agile teams; ability to collaborate and negotiate with other project members or stakeholders of the project; ability to work with professionals of different profiles; a creative ability and open-mindedness; leadership; communication skills; stress resistance, flexibility and adaptability, self-criticism. Other qualities are important too.
We now turn to the qualities that experts consider important to develop in participants of project team of their organizations. As you can see from table 2, although the learning and ability to transfer knowledge was noted as important by only half of the experts, but many experts said that these qualities should be developed among employees. Similar situation with expert leadership, it is also necessary to develop in an agile team. Motivational sphere of employees meaning there is a need to increase motivation, involvement and commitment of the staff requires its development also. Experts say important and necessary to further develop the ability of project team members to simultaneously perform different functions and team roles. Other significant competencies, they also require to develop, but the need for them was expressed by a smaller proportion of experts.
Table 2
Responses to the question: "What are staff competencies important for projects with flexible technologies, _which of these competencies you want your staff to develop?" _
Competencies Important Require to develop
experts % experts %
The ability to simultaneously perform different functions and team roles 28 87,5 27 85,7
Skills of self-managing activities and the project 22 68,6 20 62,5
Creativity, open-mindedness 23 71,4 18 57,1
Expert leadership 18 57,1 28 87,5
Teamwork, the ability to become part of the team 23 71,4 18 57,1
Communication skills, tolerance for different positions 23 71,4 18 57,1
Cooperation and the ability to negotiate 27 85,7 9 28,6
Ability to work with professionals of different profiles 23 71,4 18 57,1
Stress resistance 23 71,4 18 57,1
Flexibility, adaptability 23 71,4 18 57,1
Involvement, motivation, commitment 32 100,0 30 93,6
Trainability and ability to transfer knowledge 18 57,1 28 87,5
Self-criticism 23 71,4 18 57,1
Speaking about the professional competencies, it is necessary to refer to the project roles that closely overlap with competencies. The role we treat as the set of expected behavior patterns due to the status and competencies of its performer. Agile methodologies usually distinguish typical roles, without which it is impossible to perform all the functions and methods of flexible technologies. For example, in the Scrum methodology are isolated such roles, as Product Owner, Scrum Master, Team. We invited the experts to evaluate how necessary and useful the following standard roles for projects of the surveyed enterprises.
- The role, the executor of which is responsible for the development of the product for maximum benefit: represents the interests of the customer and stakeholders, generates and coordinates the collection and analysis of data about the product, is responsible for the visual analysis of the product value, controls the release date and its contents. In favor of this role were spoken to 71.4 % of the experts.
- The role, contractor of which supports the "health" of the team, helps to make it self-governing: organizes and conducts team meetings and sessions, support transparency, trust and mutual responsibility, is a communication leader, addresses external obstacles to the team responsible for the creative process of working on the product. The need in this role is considered significant in 57.1% of experts.
- The role, the contractor of which helps to manage the human resources of the project: select the staff team or helping to do it methodically to the project manager, is developing a system of the project motivation, training the project team, planning a career of team members in the organization on the results of project activity, optimize the structure of team roles, etc. The needs for this role are outlined 87.5% of the experts.
That is, the experts reaffirmed the need to use agile methodologies and in particular the role of building the project team adopted in flexible technologies.
5.Conclusions and recommendations
Thus, our study allowed confirming the set hypothesis. Firstly, we proved that the hallmarks of the proj ect team with flexible technologies are a set of qualities which includes the features of the content of the functions, organization and conditions of work. Due to the combined qualities of the project team is as a special type of group with characteristics peculiar for team.
Secondly, professional competence of the project team should include communication skills, leadership, and capacity for self-governance and self-organization activities, personal qualities required by the specific organization of the agile teams activity.
Thirdly, we approached the development of agile teams' professional competence model. To summarize the results of the theoretical analysis of publications and expert estimates. Propose to group all competencies in four integrated modules, each of which includes private competence.
First set: competencies associated with ongoing functions of the project and taking into account the peculiarities of the organization of agile teams activity: the ability to simultaneously perform different functions and different team roles, the ability to self-organize activities, skills of mutually agreeing team goals and individual goals of its project activities, the ability to change their functions and methods of work, the skills of operational management of the project.
The second set: competencies associated with teamwork and communication: teamwork and cooper-ativity, collaboration and the ability to negotiate and to hear others and be heard, ability to become part of a team, communication skills and tolerance for different opinions, the possession of different communicative practices, the ability to work with professionals of different profiles, the ability to manage a team;
The third set: competencies associated with attitudes towards innovation and to the specific terms of innovation: open-mindedness, stress resistance, flexibility and adaptability, creativity and innovation, tolerance to changes;
The fourth set: personal competence, relevant in the context of the agile teams: the involvement in the whole project, motivation and commitment, ability to maintain motivation for a long time, self-criticism, emotional intelligence and emotional leadership, strategic thinking, ability to strategically plan the whole project and role in the project, the ability to see the failures as useful experience, the ability to respond quickly to risks, problem-oriented mindset with a focus on structured analysis and visualization of problems and their translation to goals
Figure 1 shows the model of professional competences of agile teams' participants, which includes all four sets of competencies. The model shows that there are narrow competences, due to the nature of the services provided in the project work and task role (e.g. the role of marketer, analyst, etc.). Also have wide professional competences, due to the specifics of agile methodologies and agile teams. These broad competencies of agile teams become the subject of our study. Also the specificity of all the competencies affects the
and plans.
orgamzation and its enviromn
Fig. 1. The model of agile team professional competencies.
Thus, we propose to use our model of professional competences of participants in agile teams. This model can be added, clarify as required. The use of the model is possible when the assessment of team members competencies, in the formation and development of a flexible team, control and analysis of the factors of project success and in other ways.
o Acknowledgment (HEADING 5)
The publication was prepared with financial support of the Ministry of education of Omsk region in the framework of supported by RFBR, research project No. 16-12-55010 "Monitoring the quality of project management in the system of providing of efficiency of innovative-investment projects of the region development".
o
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