STRATEGY OF TEAMWORK IN A PROJECT-ORIENTED ORGANIZATION: A RISK-BASED APPROACH AND QUANTITATIVE EFFICIENCY ASSESSMENT

Abstract

The article examines theoretical and applied aspects of developing a teamwork strategy in a project-oriented organization (using the example of a digital agency). It is revealed that traditional approaches to team building do not take into account the specifics of parallel implementation of project and support tasks, which leads to an increase in operational risks, staff overload and a decrease in the predictability of results. Based on the analysis of scientific, the need for a quantitative assessment of personnel readiness for teamwork is substantiated. The authors propose original definitions of the concepts of “team”, “teamwork”, “teambuilding” and “teamwork strategy” in relation to project-oriented organizations. The research methodology is based on a combination of sociological (staff survey, n=22), analytical (calculation of the integral readiness index, problem coefficients, KPIs) and economic methods (estimation of expected labor savings). A model of an effective team has been developed and tested, including role, process, communication and analytical contours. Based on the implementation of the proposed measures (formalization of the change process, communication matrix, prioritization system), the expected dynamics of indicators are calculated: reduction of rework by 40%, approval time – by 40%, project duration – by 16.7%, reduction of staff workload from 95% to 80%. The integral index of readiness for teamwork increases from 3.1 to 4.25 points (an increase of 37%). The economic effect of implementing the strategy is estimated at 200 thousand rubles by reducing labor costs. The scientific novelty consists in the development of a risk-based teamwork strategy adapted to the conditions of a project-oriented organization, and in the use of quantitative methods to assess its effectiveness.