This paper is a continuation and development of the same authors paper which has been published recently. The presented paper pertains to the notion of quality of project team in traditional project management. A paradox is observed in the state of art of the project team quality in project management. All specialists recognize the exceptional importance of the parameter "quality" for the final result of the project. On the one hand, one can easily find definitions of project quality, quality of product of the project, quality of the project management processes, and so on. On the other hand, a huge number of bibliographical sources considers the project team functioning, as a sine qua non condition of the project success. The notion "project team quality" is quasi absent in the literature. In this paper an approach is proposed to fill in this gap, in the form of a proposal of the model, which defines the project team quality and allows to measure it. The main results of the previous paper of the authors, particularly guidelines for the quality model of the project team, are briefly presented. The paper presented here has a conceptual character. The main part of the paper are guidelines for the quality model of the project team: general assumptions, measure of the quality of team-classical and with use of fuzzy numbers, based on Myers-Briggs method and Belbin test, and finally, an impact of the quality of the project team on the team management is discussed. The objective of this paper is to show the possibility to define the project team quality process, which ensures not only the optimal level of the team quality, but also allows undertake valuable managerial decisions during the project life cycle.

A paradox is observed in the state of art of the project team quality in project management. All specialists recognize the exceptional importance of the parameter "quality" for the final result of the project. On the one hand, one can easily find definitions of project quality, quality of product of the project, quality of the project management processes, and so on. On the other hand, a huge number of bibliographical sources considers the project team functioning, as a sine qua non condition of the project success. The notion "project team quality" is quasi absent in the literature. In the paper an approach is proposed to fill inpartiallythis gap, in the form of a proposal of the guidelines, which define the project team quality and should allow to measure it. Consecutively, literature review of the success of the project and success of the project management, project team work, leadership, selection of team's members and project team dynamics are presented. The main part of the paper consists of guidelines for the quality model of the project team: general assumptions, proposed definition and openness of the model to measure the quality of the team. The paper has a conceptual character. Its objective is to show the possibility to define the project team quality process, which ensures not only the optimal level of the team quality, but it will also allow to undertake valuable managerial decisions during the project life cycle. Keywords-project team; quality of project team; model of project team quality; project team quality measure Selected methods supporting project management, taking into account various groups of project stakeholders and using type 2 fuzzy numbers"

According to contemporary literature, stakeholder management (which is one of the identified clues of sustainable project management) plays a significant role in successfully delivering construction projects. However, the literature focuses on the issues of stakeholder management/analysis mainly for large projects, and the authors could not find any items related to small construction projects. The aim of the article is to present the results of research conducted in small construction companies in the context of stakeholder management of their projects against the background of project success and sustainability. Many researchers have concluded that stakeholder management is one of the success factors of projects (including construction projects). Based on the conducted quantitative research, the needs in the field of stakeholder management of small construction companies’ projects were determined and the approaches used in this area were diagnosed. The research results indicate a low level of maturity of small construction companies in managing project stakeholders, which is a surprising result considering the fact that the literature on the subject emphasizes the importance of taking care of the project stakeholder management area and associating it with the project’s success.

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