Teamwork efficiency. Assessment of the effectiveness of teamwork What can be done to improve the effectiveness of the team

One of the first researchers to study the effectiveness of work in a group was E. Mayo. In the 30s, Kurt Lewin focused on the study of organizational behavior in groups, group dynamics. Twenty years later, D. McGregor and his colleagues began to study managerial improvement in industry. Another scientist who contributed significantly to the development of knowledge about effective groups in management was R. Likert, who highlighted the characteristics of effective teams, focusing on the process and on the internal dynamics of the team. K. Ardzhiris focused on the influence of the type of work situation on the personal development of the individual in the organization.

It’s impossible to come up with a set of rules that will necessarily lead to an effective team. The reasons for a team's success are much more complex and cannot be summed up in just a set of prescriptions. What do we mean by efficiency? Is it only the achievement of the set goals? How do the individual achievements of team members fit together? How does the personal satisfaction of team members contribute to its effectiveness?

The main elements of effective team work include:

satisfaction of personal interests of team members;

successful teamwork;

solving the tasks assigned to the team.

The effectiveness of the team also depends on the next step - on what happens after the goals are achieved. Observations of the work of teams in organizations show that most of the energy, if not all, is directed to solving an external problem (what needs to be obtained, when, with what means and resources).

Naturally, this is important, but we must not forget about the process (how the team will work) and that conflicts are not excluded. For example, even a team that has achieved its goals can hardly be considered effective if its members have conflicting views and are so frustrated with their organization that they intend to look for another job.

Therefore, as additional indicators of the effectiveness of the team, one can consider the degree of readiness of its members to perform new tasks and their desire to continue working together.

The teamwork assessment system includes 25 assessment categories. The methodology for assessing teamwork is borrowed from the works of D. Maslov, who proposed using a functional model for self-assessment in an organization.

Table 3.2.1. Summary and criteria structure

Criterion	Maximum
1. Organizational environment
1.1. Management's willingness to delegate responsibility and authority to the team level and the willingness of team members to take responsibility and authority
1.2. Building a bottom-up budgeting system
1.3. Application of methods psychological analysis when selecting candidates for vacancies
1.4. The degree of alignment of the organization's development strategy with the stages of team development
1.5. The focus of the remuneration system on the use of teamwork

The main six barriers to efficiency are:

unclear goals of the project and directions of its implementation;

So, to make changes in the organization, you can create a team. To build a team, you need to know how it is created and shaped. You must choose The right way team building. Team building by itself is not a sufficient condition for making changes. The team must act effectively - this is the key to the success of change, and it is the responsibility of managers and managers to monitor and improve efficiency.

The commands are most effective when:

Developing strategies in a highly uncertain environment;

The vagueness and plurality of criteria for the selection of strategic options;

Simultaneous implementation of several strategies;

The need to coordinate complex work;

A wide range of expert opinions regarding the assessment of strategic alternatives;

Conflict of interests of interested parties;

A high degree of resistance to strategic change.

It is clear from general assumptions that the more ambiguous the task, the more effective the team approach, especially in cases where it is necessary to meet the diverse requirements of stakeholders. This is obvious, for example, in the development of technological innovation policy, when the choice between alternative development options is based on a detailed study of various data. In this case, there is not always enough evidence to determine the final version of the policy or strategy for innovation, support and development, therefore, when making a decision, the opinions and personal vision of the parties involved are taken into account. If the expertise does not allow to come to the necessary solution of problems, then compromises between alternative perspectives and the legitimate interests of the parties can be found as a result of teamwork.

The conditions under which teamwork can be ineffective are as follows:

Teams can make everyone happy, not optimal options problem solution;

Decisions may depend on the level of innovative thinking of the team members;

Teamwork can be impractical when there is limited time to select solutions.

Team effectiveness is the degree to which the team achieves its goals, how close the team is to achieving them.

Overall performance in organizations is difficult to measure, and many managers find it difficult to measure performance as these methods are based on measuring characteristics that cannot be quantified.

The main reasons for the decrease in team efficiency can be determined by the fact that when the solution to problems is determined in the process of joint discussion, it is likely that extreme solutions, including, possibly, optimal solutions, will be excluded.

The result of teamwork is determined by the degree of progressiveness of the team in terms of its composition, norms and value orientations. A team that prioritizes the spirit of inventiveness and originality strives for innovative behavior. The innovative type of behavior of an organization is its important competitive advantage; its resource is practically inexhaustible. If price competition is faced with many restrictions, both from the state and business associations, then the possibilities of offering new products and services, changes in their quality are constantly supported by the achievements of scientists, engineers, managers, non-standard thinking activities of gifted professionals different areas knowledge.

It takes more time to develop a team decision than to make an individual one, since mutual contacts and finding a consensus on the decision to be made are assumed.

There are three main factors for effective teamwork. These include:

Meeting the individual needs of team members;

Successful teamwork;

Solving the tasks assigned to the team.

These elements are interdependent. For example, personal satisfaction depends not only on the successful solution of problems, but also on the quality of relationships in the team, as well as on social aspects teamwork. High level cohesion can improve the efficiency of the entire organization. Highly cohesive teams have fewer communication problems, fewer misunderstandings, tensions, hostility, and mistrust, and are more productive than non-cohesive teams. However, the negative consequence of high cohesion is the team like-mindedness.

The effectiveness of the strategic change team depends on the following types of work:

Management of the quantitative composition of the team;

Management functional responsibilities team members;

Distribution of functional and team roles.

By managing these types of teamwork, you can control the effectiveness of teamwork, increasing efficiency and achieving success in the implementation of change projects.

It is clear from general concepts that the effectiveness of very small and very large teams will be less than when a certain optimal number is reached, although the desire to both reduce the number of team members and increase it is justified. In the first case, the speed of intra-team communication increases and, consequently, the speed of task execution. In the second, the inclusion of more specialists in the team will ensure an increase in the quality of the task. It would be advisable to have a team as small as possible, but large enough so that the competence of its members meets the requirements of the task.

The effectiveness of a team's work is largely determined by the personal qualities of its members and the relationship between them. Everyone should be ready to use all their abilities, experience and knowledge to solve a team problem.

The level of competence, which includes the knowledge, understanding, skills and personal qualities that team members must possess, is determined by the objectives and methods of achieving the goal.

An assessment of the relationship between team performance and competency requirements should be carried out as often as possible in order to detect possible problems and carry out the necessary rearrangements, organize training, etc.

An effective team can also be characterized by generally accepted criteria for the effectiveness of any organizational structure, but there are specific features that are unique to the team. Distinguish between efficiency in terms of professional activity according to the project and the organizational and psychological climate of the activity.

Professionally, efficiency is, first of all, the focus of the entire team on the end result, initiative and a creative approach to solving problems. High performance and focus on the best option solutions, active and interested discussion of emerging problems complement its characteristics.

From the standpoint of the organizational and psychological climate, an effective team can be called such in which:

Informal atmosphere;

The task is well understood and accepted;

Its members listen to each other;

Discuss tasks in which all members are involved;

It is expressed by both their ideas and feelings;

Conflicts and disagreements are present, but expressed and centered around ideas and methods, not individuals;

The group is aware of what it is doing, the decision is based on consent, not on a majority vote.

Subject to these conditions, the team not only successfully fulfills its mission, but also satisfies the personal and interpersonal needs of its members.

The model of the team formation process (Fig. 39) includes a description of the characteristics of the task, working structure, individual characteristics, team characteristics, team processes, team formation processes, changes in the team, team activities, individual changes.

Rice. 39- Formation of an effective project team

The immediate output is completed project with planned characteristics as an indicator of team performance. There are also other intra-team results, which can include team changes (for example, the emergence of new norms) and individual changes (for example, the acquisition of new knowledge, abilities, skills), which in turn can affect the improvement of team performance.

The key to the success of any business is team involvement. Executives dream of employees who take initiative, help each other, develop every day, and be as loyal to the company as possible. Everyone dreams, but not everyone gets it. What needs to be done for this, what nuances to observe, how to act correctly?

Change happens when you start with yourself

Taking the department to a new level, it is important to determine whether the manager himself is falling short in terms of competencies. How often do executives stop to analyze their growth zones?

There is simply no time for this, and if “the fish rots from the head,” the little head should be clear and light.

IN key competencies outputting a command, there are two directions.

1. Strategic.

Maintaining and implementing corporate values, long term planning(annual, semi-annual), analytical activities.

2. Practical.

They include the ability to implement the planned: motivation, coordination, control, correction, short-term planning (daily, weekly), development.

Formal execution of procedures, especially the practical part, is a huge mistake; You can set great goals, but the implementation process raises a number of difficulties: do people believe in achievability, can they implement it, and how does the manager manage it.

Successful team

Those who burn with it and love it easily reach the heights in business. One has only to think about how people strive to improve in their hobby and are ready to spend every free minute on it, and you get masterpieces! That is why it is important to assess how well employees are suitable for the tasks being implemented, with what interest they perform them, how they strive to work.

There are criteria for involvement in work, by which it is possible to understand whether a person works in his place:

1. Openness to new projects, ideas and readiness to improve work;

2. Manifestation of initiative within the framework that is not related to the direct functionality;

3. Willingness to help colleagues, even when the job description does not oblige;

4. The desire to share experience and knowledge, with their successful application, is sincerely happy;

5. Willingness to spend additional time, performing duties: to come to work earlier, and leave it later, when the situation requires, but the management did not set such a task.

When people work according to their strengths, employers get the ideal employees, as described above. Sometimes you have to remove a person from office, when you understand, no matter how hard he fights, there are no changes. Often this solution is difficult, but only it can help a colleague realize his potential and flourish on a different functionality, giving him more money, bringing tremendous benefits to the company.

Identify the strengths of employees

There are many techniques, but each contains key success factors, which are discussed below.

Stage 1. Ask about his interests by asking questions:

- What did you like to do most in childhood?
- What do relatives and friends often praise for?
- Ask to remember the most cherished achievements and find out what qualities helped to achieve them?
- What abilities does he consider outstanding?

Stage 2. Determine on which functionality the identified qualities can be used in the best way.

The key to success will be the ability to change the path of a subordinate in time; on negligent functionality, he will bring much less money or any other benefit than a more capable person could.

Stage 3. Striving for control

Control and development are in fact the main activities of managers. Going overboard with control is like signing a contract for non-initiative, inert, withering workers.

An experienced leader finds a balance between the two. management tasks... For example, using the technology of delegation, with the help of which it will not only enable a colleague to rise and develop, but he himself will be able to do more. They delegate various things, initiative, authority, instructions, which may seem routine.

As a result, for the employee it is an opportunity for self-realization and an increase in importance in the eyes of the boss. And when someone is praised for something, you want to repeat it better and better.

Small teams have their advantages. How less people, the more they are involved in a common cause and the closer their relationship. In a small team, it is more difficult to shirk from work, and there is simply no bureaucratic red tape that many large companies suffer from.

In order to establish the most productive work in a small team, it is worth following a few simple rules.

1. Explain to everyone the goals and objectives of the team

Talk to each team member personally. Explain to the employee the goals of the company in relation to his specifics. In the case of a small team, you can't just set a goal for everyone at once and expect everyone to guess their role.

The smaller the team, the more important the role of everyone. Try to manage less and cooperate more.

This will give you the opportunity, which large teams are deprived of - not only to voice new tasks, but also to explain to everyone personally where and why these tasks came from, why they need to be tackled. In a personal conversation, you can discuss in detail all the nuances and get the employee to fully understand the work ahead.

2. Give people freedom of action

Unlike large companies where the position of the employee reflects what he does, in small teams, everyone plays several roles at once. Let your coworkers feel how cool they are, sometimes performing alone the role of an entire department, or even several.

In order for your employees to be able to fully express themselves in this format of work, they need a certain freedom of action. Watch your band people, find out what they do better and what is worse. Discuss which direction they would like to take and what new, more challenging tasks they would like to take on.

The ability to seamlessly explore new areas will give your employees the incentive to raise their own bar.

3. Automate the routine and outsource tasks

A small company can make life much easier for itself with the help of various automation services. There are many online systems for working with several social media from one admin panel, many mailing services, analytics tools. Automate everything you can: this will free up your colleagues' time for more complex tasks that require human participation.

For large one-off tasks where a professional approach is required (for example, design or software development, if this is not your field of activity), it is worth hiring freelancers and third-party companies. They already have experience with this kind of work, and they will ultimately save you both time and money.

4. Face-to-face contact should be regular and meetings short.

One of the important advantages of a small team is a close acquaintance with all team members. If necessary, you can quickly contact everyone: in person or in the messenger. It also saves time at planning meetings and meetings, since employees do not have to listen for an hour about the work of another department, which does not concern them in any way.

Short meetings allow you to quickly discuss all the most important in an informal setting and hear everyone's opinions and suggestions.

5. Build a corporate culture

When you're running a multi-person start-up, with limited resources and fewer bonuses to offer your employees, it's important to maintain the team's drive to maintain the initial momentum. Here, a lot depends on the working conditions, which can by themselves.

Influence corporate culture performance is often underestimated, but the connection is clear.

In the case of a small team, such a culture can be easily formed at low cost, whether it be a reward system, a joint vacation, or simply a focus on the needs of employees.

And the main thing is not to be satisfied with what has already been achieved when you see the first results. The success of a small team depends on continuous progress: develop good practices, get rid of the bad ones and rebuild if necessary. When you can subtly and intelligently implement these management methods, they will help your team work with great dedication even when it is no longer small.

UDC 330.332.54

O. V. Gosteva

EVALUATION OF THE EFFICIENCY OF THE PROJECT TEAM

The necessity of assessing the effectiveness of the project team has been substantiated, a critical analysis of the classical methods of personnel assessment and their application to assess the project team has been carried out.

Key words: project team, personnel, methods of personnel performance assessment, project team assessment tasks.

In the current crisis period, when the survival of an enterprise depends on the effectiveness of strategic decisions, the effectiveness of management and human resources, one of the solutions may be the use of a project-based approach. The need to improve performance, focus efforts and resources on processes that create value, and the need to reduce non-productive costs force the management of enterprises to look for more effective approaches to both project management and project team management. Unfortunately, in the literature on the project approach, a very modest place is given to the management of the project team; no special distinctions are made between the personnel of the enterprise and the project team. But just as there is a fundamental difference between traditional project management and project management, there is also a difference between the project team and the staff. Let's consider this moment in more detail.

Project management is a special kind management activities, based on the preliminary collegial development of a complex-systemic model of actions to achieve the original goal and aimed at implementing this model.

At first glance, project management does not differ from traditional management. Functional management focuses on improving the stability of individual operations. Process-oriented management emphasizes the horizontal relationship between individual work and operations, but it also focuses on the stability of the process as a whole, on minimizing deviations of the process from previously set indicators, and activities on initiation and goal-setting, planning and design of activities are left aside. ... Project management shifts focus to systems management and

structures that determine the behavior of its constituent elements, it is aimed at identifying existing self-government mechanisms in the system and their full use. The project is a holistic education that includes both control levers and the principles of self-development of a controlled system.

Traditional management is subjective, since the personal qualities of the leader and other actively acting subjects come to the fore in it. The personal factor really allows you to cope with a difficult problem, but much more often leads to a situation where the group outstanding people achieves very mediocre results. At the same time, directing efforts not to individuals, but to systems and structures that determine the behavior of the collective as a whole, allows a group of mediocre performers to achieve very significant success. This is typical of project management, which considers as the main subject of management not individual people, but the project team, "representing something more than the simple sum of its members."

Thus, project management, being the embodiment of a systematic approach to management, differs significantly from traditional management, respectively, and personnel management differs from project team management.

What is a project team? There are a lot of definitions given by various researchers; let us consider the essence of the team from various positions (Table 1).

The concept of a project team changes depending on the approach, but this does not make it more understandable for practical use.

According to E. Demidov, in modern organizations the following questions are becoming more and more urgent: how to plan and take into account the resources used in the project, first of all - the work of the personnel; which of the co-workers

Table 1

Understanding the essence of the project team from the perspective of different approaches

Approach Essence of the project team (CP)

System KP is a subject of management in relation to processes and objects of management (subject-object relations) with all its inherent tasks and functions

Project KP is an end-to-end developing element of the project implementation technology

Psychological KP is a self-governing and self-developing subject

The approach from the point of view of personnel management KP is a specific group that requires specially trained employees (unique professional competencies, teamwork skills, skills for working under stress, etc.)

Management approach labor resources KP is an autonomous structural entity with a finite cycle of work

the organization's nickname is effective and who is the ballast.

A separate "layer" of problems is associated with the specifics of the personnel working in design organizations. The creative work of a researcher, engineer, designer, “creator” practically defies standardization; creative personalities generally do not fit well into the framework of rules and regulations, ranging from "disobedience" to the schedule of the organization and ending with the form of presentation of the results of their work. Their attitude to the material reward of their work is also very diverse, regardless of its quality and complexity. Affect, of course, and age features... Given the shortage of "idea generators", as well as interpreters of these ideas, capable of bringing them to a commercial product, the leaders of design organizations have to look for specific approaches to team management professional staff, forms and methods of stimulating their fruitful and cost-effective work.

So, the design organization needs means of managing the cost of individual projects and the organization as a whole, as well as effective means of stimulating professional employees of the organization.

The above problems make it necessary to analyze the effectiveness of the project team. How can this be done?

If we turn again to the table. 1, it can be seen that the concept of a project team exists both in personnel management and in human resources management, but it is important to understand that from the point of view of these approaches, the team is considered outside the context of a specific project, and in the process of either preparing personnel for teamwork, or when calculating labor costs (see figure). Thus, we can say that the area of ​​project team management is

This is separate from human resource management and human resource management.

Personnel management in relation to the project is an external process and is used to prepare potential team members to participate in the implementation of the project, i.e., work in a team (selection, recruitment, preparation of a database of external specialists for inviting to the project, adaptation, training, certification, promotion on " career ladder", Maintaining corporate culture, motivation, personnel records management, dismissal). Human resources management includes the calculation of labor costs, various ratios and standards, corresponding to the specifics of this enterprise... As can be seen from the above, personnel and labor resources management are designed for stable activities and for the individual, and the project team has a different nature and requires different approaches to both management and assessment of the team's performance.

The tasks that are solved using personnel assessment are significant for the enterprise as a whole, but are not relevant for the project team, because personnel assessment is an assessment of one employee in isolation from a group or an assessment of the entire team of the enterprise as a whole. The personal contribution of each team member, of course, matters, but it is important to assess how this contribution affected the effectiveness of the project team as a whole.

Let us consider in more detail the concept of personnel assessment and the methods used when working with personnel (Table 2).

From the above definitions, it can be seen that personnel assessment is a process or procedure for comparing a benchmark with real activity. Personnel assessment solves the following tasks:

Choosing a place in the organizational structure and establishing the functional role of the evaluated employee;

Separation of areas of application of approaches to personnel management and project team management

Development of a program for its development;

Determination of the degree of compliance with the specified criteria for remuneration and the establishment of its value;

Identifying ways extrinsic motivation employee.

Additional tasks of personnel assessment are as follows:

Establishing feedback with the employee on professional, organizational and other issues;

Satisfying the employee's need for assessing their own labor and quality characteristics.

It is important for the project team to evaluate the overall performance and the contribution of each team member.

Consider the methods that are used to assess personnel, and the possibility of their application to assess the work of the project team (Table 3).

Often there is a substitution of the concepts of "personnel assessment", "assessment of types of work", "assessment of the IYA-unit", "assessment of labor results" both in terms and in methods proposed by various authors. None of the proposed methods contain a direct assessment of the effectiveness of the group's work, and moreover, there is no assessment of the team. The indicators and criteria proposed in the considered methods do not take into account the dynamics of the environment in which the activity takes place.

Classical methods of personnel assessment are calculated:

To a stable organizational structure, and, consequently, to a stable type of activity of the enterprise, which does not correspond to the rapidly changing market conditions and fierce competitive pressures at the present time;

Stable work that does not require a creative approach, which does not correspond to the working conditions of the project team;

Evaluation of the work of one employee, excluding the group effect.

Definition understood

The classical methods of personnel assessment are applicable in the selection or hiring of personnel both for the enterprise and for the project team, in the analysis of the personal individual achievements of the employee, in making decisions regarding the employee's career. To assess the effectiveness of the project team, other approaches and methods are needed that would allow the following:

Identify weaknesses in the work of the project team in order to strengthen them in other projects;

Compare the performance of teams with each other, which is especially important for enterprises that carry out standard projects;

Distribute the motivational (bonus) fund in accordance with the performance and targeted, make the bonus system transparent;

Take into account the contextual constraints of the project (environmental resistance, value of the result, complexity of the task) and the complexity of the project itself;

Create a system for raising the level of competencies potential participants project teams, taking into account the specifics of the enterprise;

Create a system for increasing the level of maturity of project management at the enterprise;

Increase the number successful projects, reduce costs.

Unfortunately in modern conditions there is no methodology to solve the above problems. Timely development of such a technique will simplify and make more effective work not only the project team, but the entire enterprise as a whole.

Hopefully, clarification of issues related to the effectiveness of the project team, a critical analysis of the concepts and methods of classical personnel management and the possibility of their application to assess the effectiveness of the project team will allow practitioners to more accurately determine

table 2

I assessment of personnel

Personnel assessment - the activities of persons authorized to carry it out to determine the degree of suitability of a person to perform the duties assigned to him, successes achieved, the degree of manifestation of the qualities necessary for work V.R. Vesnin

Business assessment of personnel is a purposeful process of establishing the correspondence of the qualitative characteristics of personnel (abilities, motivations and properties) to the requirements of the position and workplace. Assessment of labor results is one of the functions of personnel management, aimed at determining the level of efficiency of work. Analysis of work is a process and systematic study of work. to determine its most essential characteristics, as well as the requirements for the performers of this work A. Ya. Kibanov

Personnel assessment is the process of determining the effectiveness of employees in the organization of their job responsibilities and implementation of the organizational goals of S.V. Shekshnya

Job Evaluation is a systematic process that establishes relative value different types work within the organization (deliberately avoids considering the value of employees, is the basis for the structure of the salary) Personnel assessment is reduced to: a) the assessment of the organization; b) assessment of organizational culture; c) evaluation of the IL-unit; d) assessment of competence; e) feedback M. Armstrong

Evaluation of managers - differs from a simple evaluation of personnel and includes: a) implementation of the plan (task); b) execution job description; in) professional behavior(cooperation, ability to make decisions, take responsibility); d) personal qualities T. Yu. Bazarov, B. L. Eremin

pour the level of maturity of project management in your enterprise and avoid many misconceptions and disappointments in the practice of applying the project approach.

Bibliographic list

1. Razu, ML Project Management. The basics project management/ M. L. Razu. M.: Knorus, 2007.

2. Demidov E. Economics of the design organization / E. Demidov [ Electronic resource]. Access mode: http: //www.iteam.ru/articles.php. Title from the screen.

3. Armstrong, M. Practice Management by human resourses/ M. Armstrong. SPb. : Peter, 2005.

Description of personnel assessment methods

The 360-degree method is the systematic collection of data on the performance of an individual worker or group from a series stakeholders V.R. Vesnin

Personnel certification method - a procedure for determining qualifications, level of knowledge, practical skills, business and personal qualities employees, the quality of work and its results and the establishment of their compliance (inconsistency) with the position. Attestation serves as a legal basis for changing the position of an employee in an organization (other methods have no legal force) A. Ya. Kibanov,

Methods of work analysis: Observation - getting a snapshot of what the employee is doing in the studied interval, and fixing the frequency of performing the investigated operations Interview - direct dialogue between the analyst, employee and manager Questionnaires - structured collection of information from a large number of people working in different places A. Y. Kibanov

Benchmarking method (HR performance indicators are compared with similar data from other companies) S. Tenendum R. Biard, E. Salas

J. Phillips method (5 formulas): 1) estimation of investments in HR-department = expenses of personnel service / operating expenses; 2) assessment of investments in the HR department = personnel service costs / number of employees; 3) the rate of absence from the workplace = absenteeism + the number of employees who quit unexpectedly; 4) satisfaction rate = number of employees satisfied with their work,%; 5) the criterion determining the agreement in the organization M. Armstrong

D. Ulrich's method (5 methods): 1) an indicator of efficiency per unit of raw materials, one employee or unit of wages; 2) an indicator of the speed of business processes; 3) costs and other results when carrying out special programs and initiatives, analogous to ROI (return on investment); 4) employee skills, loyalty, moral climate in the team; 5) the speed of business processes before and after innovations T. Yu. Bazarov, B. L. Eremin

Methods for performing assessment procedures: - descriptive method; - free point assessment method; - rating method; - method of questionnaires and comparative questionnaires; - the method of assessing the performance factors; - the method of the scale of observation of the behavior of V.R. Vesnin

EFFECTIVNESS ASSESSMENT OF PROJECT TEAM WORK

The necessity of effectiveness assessment of project team work is given; critical analyzes of classic methods staff assessment and its application project team assessment in the article are shown.

Keywords: project team, staff, methods of staff work assessment, target of project team assessment.