The implementation of projects in a multi-project environment imposes additional restrictions on human resource management processes. In order to monitor the provision of human resources to projects in a multi-project environment, a method for analyzing the involvement of human resources in a portfolio of projects is proposed, which is based on the use of a logical-combinatorial approach. The use of positional diagrams allows you to analyze the distribution of resources between portfolio projects and determine the degree of involvement of performers in the project. Metrics that are used in the analysis of a project portfolio have been determined. They are involvement of stakeholders in the project portfolio; involvement of stakeholders in the project; interest of stakeholders in project management; interest of stakeholders in human resource management of the project; stakeholder loyalty indicator. Since various stakeholders are involved in the implementation of a portfolio of projects, when ensuring the redistribution of resources in the portfolio, it is necessary to take into account the level of involvement of resources in the projects of certain stakeholders. A method for the analysis of stakeholderoriented resource redistribution is proposed, which allows taking into account the interests of stakeholders and identifying a potential conflict in the redistribution of project portfolio resources.
The development of effective methods for managing human resources of a multi-project is an urgent task, since for the implementation of a multi-project it is necessary to synthesize the resources of individual projects within the existing constraints. Multi-project management leads to the need to analyze the distribution of resources between portfolio projects [2-4].
• clients; • suppliers and partners.
The methods of attracting employees to the project team are determined by the availability of resources in the company, their availability at a certain point in time, and the consent to take part in the project [19]. The application of the competence-based approach is considered in the works of Bushuev S.D., Bushueva N.S. [20].
In order to increase the efficiency of project management, it is proposed to consider the integration of stakeholder management and project human resources management. The relationship between human resource management processes in a multi-project environment and critical competence management processes is discussed in [21].
A method of project-oriented management of the provision of human resources for projects in a multi-project environment is proposed, based on the analysis of stakeholders' interest in human resource management processes, taking into account the loyalty of stakeholders, which, unlike the existing ones, takes into account the consistency of certain resource constraints, which will provide project teams with the necessary resources for given restrictions [22].
Among the main tasks that arise during changes in a multi-project environment, the most urgent is the redistribution of resources between projects while ensuring existing restrictions. The current direction is the creation of an adaptive team - a team that reacts to changes in the currently available business requirements and technical requirements for the project and its product, by redistributing functions with the same team composition. The need to take into account changes to the requirements of the project and the project product, to adapt the team to the changed requirements, the ability to reserve and ensure donor-acceptor interaction leads to the need to develop methods for redistributing resources in a multi-project environment.
Implementation of projects in a multi-project environment with a limited pool of resources, staff reduction during a crisis leads to the involvement of performers in several projects at the same time. On the one hand, this approach reduces the amount of resources involved, but it can also lead to a decrease in the efficiency of project implementation due to the switching of performers' attention between projects and the need to focus on the completed projects.
At the stage of resource planning in a multi-project environment (project portfolio or program), it is proposed to determine the maximum possible degree of involvement of an employee with a certain qualification, at which he can perform work with a given quality.
The degree of overlap of projects by the parameter human resources shows the number of performers simultaneously involved in the implementation of a given combination of projects. Excessive involvement of employees (especially middle management) in various projects leads to a decrease in the efficiency of functioning, an increase in the influence of the subjective factor, and a decrease in the quality of decisions made.
The maximum possible degree of involvement of the i-th performer in the project is the number of projects carried out by the i-th employee in a certain period of time with the given quality indicators.
The maximum allowable load for the whole organization reflects the percentage of resource utilization. For example, in budgetary institutions, the maximum allowable workload is 150% (1 rate of a full-time employee and 0.5 of a part-time rate). Using overlapping positions and allowances can increase the maximum allowable workload. The maximum load on the j-th project at a certain time interval is determined by the amount of involvement of the i-th performer in the j-th project (hours, or % rate).
For the purpose of analyzing the involvement of human resources in the project portfolio, methodological support has been developed.
A method for analyzing the involvement of human resources in a portfolio of projects. Stage 1. Formation of maximum permissible engagement metrics for each job position: • determining the maximum possible degree of involvement in the project; • determination of the maximum allowable load in the whole organization; • determination of the maximum load in one project at a certain time interval.
Stage 2. Determination of prohibited combinations of involved performers.
At the stage of determining the prohibited combinations of the involved performers, a check is performed: • prohibited combination of roles by one performer within the i-th project:
ZS1={ZS11, …, ZS1i, …, ZS1n};
Let's consider the application of the proposed method.
Let the stakeholders who are involved in project management be identified: ST={ST1, ST2, ST3, ST4, ST5, ST6}.
ST1={Р1, Р2, Р4, Р6, Р8, Р10}; ST2={Р3, Р4, Р5}; ST3={Р1, Р4, Р7, Р9}; ST4={Р2, Р6, Р8, Р10}; ST5={Р3, Р4, Р10}; ST6={Р5, Р8}.
Projects implemented by stakeholders are shown in Table 1. ST-equivalence of projects – projects have the same combination of stakeholders involved. In the considered example of a portfolio of projects, ST-equivalent projects P2 and P6. The matrix of overlapping projects by the parameters of projects, stakeholders is shown in Fig. 3.
Based on the analysis of project teams implemented in a multi-project environment, we determine the indicators of the involvement of performers in the projects of stakeholders (Tables 3, 4).
Table 3 shows that q3 participates only in the projects of the third stakeholder, which will ensure the transfer between projects without additional approval.
For the given example, a diagram of the overlap of projects by the parameters of performers, stakeholders is built.
For the considered case, when several stakeholders are involved in the implementation of the project, we adjust the positional diagram, exclude the corresponding combinations of stakeholders from consideration: {0,0,0,0,0,0}; {1,0,0,0,0,0}; {0,1,0,0,0,0}; {0,0,1,0,0,0}; {0,0,0,1,0,0}; {0,0,0,0,1,0}; {0,0,0,0,0,1}.
To take into account the interests of stakeholders and identify a potential conflict in the redistribution of project portfolio resources, it is proposed to use a loyalty matrix, which reflects the relationship between stakeholders.
The loyalty matrix element reflects the assessment by the i-th stakeholder of the attitude towards the j-th stakeholder. The score is measured in points: • - 3 – extreme degree of dislike; • - 2 – are in a state of conflict at the moment; • - 1 – there were conflict situations earlier; • 0 – neutral attitude; • 1 – has a positive experience of working together; • 2 – ready for cooperation; • 3 – complete trust.
An example of a loyalty matrix is given in Table 5.
Based on the analysis of the stakeholder loyalty matrix in the positional diagram, we determine the projects, during the implementation of which there may be a risk of project failure due to a conflict of interests of stakeholders.
It was determined that the portfolio involved the first and sixth stakeholders who have an extreme degree of hostility (-3, according to the loyalty matrix), then when analyzing the diagram, we identify problem cells (Fig. 4): Up1,6, Up1,5,6, Up1,4,6, Up1,4,5,6, Up1,3,6, Up1,3,5,6, Up1,3,4,6, Up3,4,5,6, Up1,2,6, Up1,2,5,6, Up1,2,4,6, Up1,2,4,5,6, Up1,2,3,6, Up1,2,3,5,6, Up1,2,3,4,6, Up1,2,3,4,5,6. Up3,6 Up2,6
Fig. 5 shows a diagram of overlapping projects by parameters performers, stakeholders (numbers of performers are indicated).
The analysis of the positional diagram reveals a conflict over the involvement of performers in projects. When redistributing resources corresponding to the configuration of the positional diagram cells: ST1 = 1, ST6 = 1, it is necessary to take into account the interest of stakeholders in a specific resource and to carry out the redistribution only upon agreement with the stakeholders (Table 6). If other stakeholders are involved in the redistribution, it is possible to smooth out the conflict, since they, having a positive level of loyalty towards ST1 and ST6, can positively influence the position of the first and sixth stakeholders.
The most critical is the redistribution of resources for the configuration ST = {1, 0, 0, 0, 0, 1}, executors q2, q4, q5, q6, q8, q12, q13, q15, q16, q17, q18, q19, since this configuration of stakeholders does not include the involvement of other stakeholders. For the second and fourth stakeholders, conflicts do not arise, since there is no overlap of projects in which these stakeholders are involved. Thus, it is advisable to redistribute resources into the project, taking into account the results of the analysis of the involvement of human resources in the project portfolio.
The problems of planning a project with limited resources and planning a project with limited resources and limited multitasking are urgent problems that require the development of modern methods and approaches. At the same time, the dynamic change in customer requirements, the impact of the project environment, aggressive competition for key resources, the impact of social trends and the consequences of the COVID-19 pandemic lead to the need to constantly monitor the allocation of resources in a multi-project environment and ensure flexible reallocation of resources between projects throughout the entire life cycle. portfolio of projects.
Methods for analyzing the attraction of human resources to a project portfolio are proposed, based on the use of logical-combinatorial and stakeholder-oriented approaches in managing teams of a multi-project organization, which, in contrast to the existing ones, carries out resource analysis of projects, which makes it possible to increase the efficiency of using human resources in the project portfolio. A promising direction is software for automating the analysis of the provision of human resources to projects in a multi-project environment.
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