The organization of project-based learning involves the formation and development of a team of an educational project. The article deals with the theoretical and methodological foundations of activity and development of project teams of students of educational organizations of higher education.
Keywords: project-based learning, educational project, project management, project team, analysis and evaluation, technologies, development
The development of the project team is necessary to increase the ability of the participants of the training project to contribute to the implementation of the project and to strengthen cohesion in the work of the team and the best achievement of the educational result. Personal development (managerial and technical) is the basis for the development of the team and a prerequisite for the successful achievement of the goal of the training project.
Table 1 Resource requirements by component
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Set: |
Required: |
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Formed project team Organizational structure of the project Numerical and qualification composition of the project team Project Participant Management Plan |
Analyze the activities of the project team Improve the activities of the project team |
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Methods and means used to solve the problem: |
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Analysis of the team's activities Methods of team development Troubleshoot problems System of awards and incentives Team Training |
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To solve the problem, the following information is needed:
− formed project team [1];
− organizational structure of the project;
− numerical and qualification composition of the project team;
− management plan for project participants.
Analysis of the activities of the training project team. It is carried out on the basis of reports on its work, which are compiled by all team members. Project participants' reporting is the team's view of project performance and is compared with project progress reporting. The project team should also periodically review its work and compare it to the expectations of those outside the project.
To assess performance, the developed rating systems are used.
Based on the results of evaluations of the performance of work by team members, a decision is made on the need to improve the team.
Development of the training project team. Team personnel development contains all aspects of workforce planning: search, selection, training, retention, personnel evaluation and job modeling. This applies to all project members: the project manager (PM), project team members (permanent or temporary), project controllers and intermediaries. Work with team personnel can take place at regular operational reporting meetings and at extended meetings to exchange professional experience and improve interpersonal relations between project participants.
Problem solving. Problem-solving skills are a powerful tool in project management and team development.
There are different approaches to solving problems:
- Problem Solving is the definition of consistent systematic procedures by which problem situations are analyzed and resolved. During the implementation of the project, problematic situations may arise, for the way out of which it is necessary to find optimal solutions.
- The technology of problem solving is determined by a set of consistent systematic procedures, starting with the definition of the problem and ending with the decision on the actions to be taken
The standard sequence of solving a problem in a project contains the following steps:
− initial analysis and planning;
− analysis of the situation, definition of goals;
− synthesis, generation and analysis of possible solutions;
- making a final decision;
− beginning of the implementation of the decision.
To solve problems in the project, general fundamental methods are often used that are used in various areas of professional activity, for example:
− transition from the general to the particular (and vice versa);
- development and evaluation of alternatives;
− system analysis;
- creativity;
− prototyping;
− cost analysis;
- analysis of the overall benefit.
A large number of processes and procedures can be considered. Effective (with low costs and in a short time) and correct resolution of a specific problem is an important contribution to the success of the project as a whole.
Negotiations, business meetings are events taken to find solutions to problems arising in the project, in which several parties participate.
The search for solutions to emerging problems and problem situations is often carried out through negotiations and / or business meetings in which several parties involved in the implementation of the project are represented. The result can be either consensus, compromise, or a strong-willed decision.
Usually, the solution is formed by organizing a multi-step process of finding a solution.
The formation of a common concept of actions and the identification of the parties involved is the most important task of managing negotiations (business meetings), on the success of the solution of which the success of the negotiations themselves (business meetings) depends. Negotiations and business meetings are the main tools for solving problems and resolving conflict situations that arise during the implementation of the project.
Management of negotiations and meetings includes the stages of preparation for them, conduct and monitoring (after-action).
Negotiation and meeting management methods are related to their content (objective and subjective issues), procedures, information support and documentation of progress and results. The same methods are applicable to managing negotiations with one person.
The subject of negotiations are, for example:
- coordination with the client of the project objectives;
- discussion with contractors of the content of the contract and/or claims;
- discussion of the participation of certain people in the project team.
Preparation (objectives, invitees, time, preliminary information, etc.), implementation of agreements and fulfillment of obligations undertaken is an important area of responsibility of the project manager.
Reward system.
It is a formal managerial action that encourages or stimulates a desired type of behavior. In order for such a system to be effective, it is necessary to ensure a clear relationship between performance and remuneration [2].
A project should have reward and reward systems planned, as the implementing organization's systems may not have them. Reward and reward systems, as well as the definition of standards for rewarding employees from the profits received, should stimulate the personal initiative of team members aimed at improving the work in the project.
Training of the training project team. Includes all activities aimed at improving the skills, knowledge and capabilities of team members.
There is no general recipe for training a team, if necessary, you can conduct any type of training: promotion or additional education, development of training events, exchange of experience. Training can be formal (classroom instruction, computer learning) or informal (interconnection and exchange of experience with other team members). If project team members lack managerial or technical skills, their acquisition should be planned as a necessary procedure for the implementation of the project or it is necessary to revise the composition of the team. Direct and indirect training costs are usually provided by the implementing organization.
Analysis and evaluation of the work of the training project team. It is carried out on the basis of reports on the progress of the project work and the functioning of the project team.
Improving the work of the team can affect different aspects of the project and depends on various reasons:
improved personal skills and the ability to plan a career can enable a particular person to perform their duties more effectively;
improving team behavior (maintaining a psychological climate in the team) can allow team members to devote more time to the direct implementation of the project work.
Improving both personal and team skills can help identify and develop the best ways to accomplish project work.
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