Conceptual Framework of Sustainable Management of the Process of Forming a Project Team with Functional Redundancy

Abstract

The paper examines the impact of the COVID-19 pandemic on human resource management processes in project-oriented companies. It is proposed to use formal transformations on groups of performers. The use of formal transformations will reduce the influence of the subjective factor and improve the quality of sustainability management decisions made when forming a project team. The formalization of the selection process of applicants and the distribution of work among the performers have been considered. The existing methods of forming a project team with functional redundancy are approximate. Methodological support for the process of forming a project team with functional redundancy, based on a logical-combinatorial approach, and allowing to form project teams under given constraints, is proposed. A method of forming a functionally redundant project team based on formal transformations of groups of performers has been developed. The use of the apparatus of symbolic sequences for the formation of a project team with functional redundancy is proposed. An example of using the proposed method when forming a command with functional redundancy is considered. It is shown that the use of this methodological support makes it possible to select the composition of the project team with the minimum number and the minimum value of the characteristic.

Methodological Support for Agile Resource Reallocation in a Multi-Project Healthcare Environment

“…The impact of transformational changes in human resource management processes on the organizational structure is determined by the content of changes, volume, time of implementation, and planned time of using the results of changes (Table 2). The donor-acceptor profile reflects the donor and acceptor properties of projects within the multi-project medical environment, as well as the possibilities of donor-acceptor interaction [23][24][25].…”

What Was the Covid-19 Pandemic’s Impact on Human Resource Management and Work? An Integrative Literature Review

“…Moreover, an examination of the authors' geographical locations reveals distinct patterns in their perspectives. Evidently, authors from the Global North, who faced more favorable socio-economic conditions during the pandemic and its challenges, expressed a more optimistic view toward telework (Boiral et al, 2021;Cooke et al, 2022;Dotsenko et al, 2021;Hosogaya, 2021). Conversely, authors from the Global South presented a more critical or negative outlook due to the scarcity of human, financial, and infrastructure resources, which impeded the expansion of hybrid and remote work approaches (Alonge, 2021;Faramarzi et al, 2021;Hilmi & Febriansyah, 2021;Latorre et al, 2021;.…”

“…Additionally, Dotsenko et al (2021) argued that SHRM principles enhance adaptability and resilience by fostering greater flexibility between leaders and their teams. The author also posits that the formation of "functionally redundant adaptive project teams" enables efficient handling of uncertain scenarios through the strategic selection of employees based on specific functions.…”

Barriers to Sustainable Digital Transformation in Micro-, Small-, and Medium-Sized Enterprises

“…Tangible resources include physical assets such as financial resources and human resources, whereas intangible resources include an organization's reputation, culture, knowledge or know-how, accumulated experience, and relationships with customers, suppliers, or other key stakeholders [28]. The implementation of digital transformation is a complex process with numerous resource challenges and barriers to overcome [29]. We develop a concept that identifies barriers to sustainable digital transformation using the resource-based theory perspective (see Figure 1).…”