In the conditions of new geopolitical shifts in Ukraine, there is an urgent need to find new ways to increase the competitiveness of both individual industries and the economy as a whole. Competitiveness management within IT industry research and IT outsourcing in Ukraine is relevant, thus, at the present stage Ukraine remains one of the leaders in the development of the IT industry, in particular IT outsourcing. At the same time, the field of information technologies requires new approaches both from the point of view of public administration and from the point of view of providing new innovative services. The management in the IT field are as follows: the problem of communication within the team, the peculiarities of communication with the candidate at the selection stage, the management of a large amount of information, approaches to team motivation, gender and age. Modern management requires formation of new effective ways to solve these problems, since past experience cannot be applied, given the rapid development and changing conditions of the companies. Based on the analysis of the actual state of the IT market and forecasts of its dynamics, the primary SWOT-analysis of the IT market of Ukraine was made. The main problems of IT industry management are demonstrated and the options for solving existing problems are provided. The most important indicators for the manager of the IT department in the field of teamwork are identified, as well as measures to improve the recruitment process in modern methodological basis of the study is the use of general scientific, interdisciplinary, economicmathematical, statistical and special methods. The following methods were used to solve the tasks set in the article and to process primary materials: system approach, statistical groupings, graphical analysis, sample observation. Project management, IT company, IT market, risk management, competence approach.
In the conditions of new geopolitical shifts in Ukraine, there is an urgent need to find new ways to increase the competitiveness of both individual industries and the economy as a whole. Competitiveness management within IT industry research and IT outsourcing in Ukraine is relevant, thus, at the present stage Ukraine remains one of the leaders in the development of the IT industry, in particular IT outsourcing. At the same time, the field of information technologies requires new approaches both from
2022 Copyright for this paper by its authors. the point of view of public administration and from the point of view of providing new innovative services.
Problems of modern management and administration in IT companies were analyzed by such domestic and foreign specialists as Rudkivska O.V., Tulenkov M.V., Markina I.A., Gamayunov V.G., A. Marshall, K. Haxevor, B. Madina, Bi. Render, Lange O., David Meister, P. Drucker [1-4].
The Ukrainian information market has its own peculiarities.
Firstly, the formation of the Ukrainian market of information services is at an early stage and is characterized by a low level of structure, preceded by the specialization of services and the distribution of spheres of activity. The development of the information market traditionally goes from the center to the regions - most of the structures of the information business are concentrated in the capital.
Secondly, the state still plays a passive role in the Ukrainian information market. It practically does not regulate the information market - neither organizationally nor economically. Thus, it is not yet possible to achieve the stability of the national market under the condition of the priority position of the domestic producer on it. The weakness of the legal regulation of the information market imposes serious restrictions on its development.
Thirdly, the state acts on the market both as the main customer and as the main consumer. Most Ukrainian entrepreneurs know nothing about what the information market has to offer. The sector of domestic consumption of information products and services is insufficiently developed [5].
Taking into account the potential of Ukraine, in the near future we can expect the creation of a market of information products and services in the state, similar in importance and profitability to the relevant markets of European states.
Thus, in general, we can talk about fairly stable trends and prospects for the development of the Ukrainian information market, but the implementation of these trends will be determined by an active policy of state regulation [6, 7].
Based on the analysis of the actual state of the IT market and forecasts of its dynamics, the primary SWOT-analysis of the IT market of Ukraine was made (Table 1) [8].
Based on the results of the initial SWOT-analysis, market trends and its forecast values, general recommendations for the development of IT sector in Ukraine have been developed: Increase of contacts with foreign partners and customers. Expanding the range of IT services. Development of strategy of innovative development at the enterprises. Focus on IT outsourcing. Attracting foreign investment. Risk management.
Thus, the factors contributing to the development of the IT sector of Ukraine are the high level of literacy and education of the population, the quality of teaching mathematics and science, the availability of science-intensive jobs, low tariffs for mobile communications and the Internet, the introduction of electronic systems, 3-G technology foreign investment, in particular in startups, the spread of IT outsourcing and the use of cloud technologies by an increasing number of economic entities.
Factors hindering the development of the IT sector are low availability of the latest technologies, low level of government procurement of goods and services in the IT sector, high tax rates, inefficient promotion of the IT sector in the international arena, low level of intellectual property protection, ineffective legislation.
Weaknesses high fragmentation of the IT market - low level of foreign investment - outflow of highly qualified personnel - unfavorable legislative field - low level of IT costs in the domestic market - temporary loss of Crimea and part of Donbass - high level of corruption - non-guaranteed rights of investors and property
Threats - deterioration of the political and economic situation in Ukraine
- increasing the outflow of highly qualified personnel - economic recession - the emergence of competitors in potential markets
- low development of innovative industries in
Ukraine and low demand for IT services
The strengths of Ukraine's IT sector include the availability of highly qualified human capital, a significant number of IT companies, global R&D centers, powerful IT clusters and large international development centers, a fast-growing market for IT services outsourcing, low cost of services compared to the US and Europe, readiness of the state to cooperate with the field of information technologies. At the same time, the weaknesses of the domestic IT sector are the low level of infrastructure development and Internet penetration, structural inefficiency of the IT market (low aggregate share of software and IT services in the market).
Thus, there are prospects for the development of the IT sector in Ukraine, regardless of the unstable situation and risk environment. A model for forecasting the volume of the Ukrainian IT market, which depends on the factors of influence, was developed, using correlation-regression analysis and forecasting using a trend line. The forecast values of the IT market are calculated taking into account the general market trend and the forecast values f the four main factors influencing it: GDP, exports of services, average wages and foreign direct investment in Ukraine.
Increasing competition in the software market, as well as the rapid development of new technologies give customers the opportunity to make higher demands on the quality of software products, as well as demands to reduce budgets and development time. In order to achieve the set tasks in the conditions of limited resources of the company, software developers have brought to life a new area of project management methodology - project management in the field of software development.
Software projects imply a set of actions for the preparation, design, development, testing, implementation, operation and development of a software product or system, within the project management methodology. When managing such projects, the methods and principles used in the project management methodology are used: project life cycle, quality management, time, cost, resources, risks, etc. Software project management is a narrower area of project management methodology and has its own specifics due to a number of factors: 1. A special subject area. The subject area of the project is those products or services that must be made as a result of successful project implementation. The subject area of any software development project is a quality software product or system that can solve the company's business problems.
2. A special composition of executors and project participants. For any software is characterized by a special composition of persons involved in it.
3. Significant time and financial constraints. As a rule, time is often a critical resource for such projects. Otherwise, the customer risks getting an outdated product - the product of "yesterday". In most cases, most software development projects are subject to severe financial constraints. If some foreign companies can afford significant investments in software (up to several million dollars), then domestic companies can invest in such projects much more modest funds. According to domestic experts in the field of software development, the budget of a large project is USD 50-60 thousand per year, the average budget is USD 25-30 thousand per year, small one - up to USD12 dollars per a year. However, in practice, there are often cases when this type of project is allocated much more modest amounts - from a few hundred dollars.
4. Special requirements for the project manager. The manager shall, in addition to knowledge in the field of project management methodology, have comprehensive knowledge in the field of information technology: to understand the existing technologies of software development, know the design stages, understand design documentation, know methods of testing, implementation and development of software.
Software projects, despite their specificity, have many similarities with conventional projects. For example, they are characterized by the same features as other projects: the presence of purpose, uniqueness, changes in the state of the system, resource constraints. In addition, project management software development, as part of the project management methodology, implements concepts, tools and techniques specific to conventional projects [9].
However, the approach to creating a team of such projects should be special for a number of reasons listed above. It is important to remember that the basis of the team of such projects are programmers (or technicians) - people are quite specific, hence there are complexities within team building process.
The team in the IT company is formed at the stage of personnel selection, recruitment. Recruitment is, first of all, a team of work, and not only the manager, but also the team as a whole should be involved in this process. The ability to work in a team is included in the professional standards of all IT professions without exception.
5. Most software developers are rational introverts, phlegmatics. This means that programmers are calm people both externally and internally. They are persistent, but they need time to swing, to focus, to switch attention to another object. Internal rationality makes them restrained and closed, not distracted by external stimuli. But this does not mean that the programmer is not able to flash. Just to bring it to this state, you need to spend a lot of effort. This is the most balanced of all temperaments. Apparently, people with other temperaments in conditions of constant uncertainty and change, hard pressure of deadlines and customers, do not survive so well [10].
Within studying the personality and features of the “image of the world” of highly qualified programmers are characterized by perseverance, the desire to create their own world within the computer environment, as well as rejection of barriers and prohibitions that exist in the real world. The range of actions taken by programmers to restructure the existing reality is quite wide: from passive rejection of specific initiatives, processes and relationships or from deaf and fierce resistance to them to active intervention in the life processes of world order and life, to open struggle with specific (explicit or intentional) disadvantages—the struggle in which the professional skills and abilities of information technology professionals are used.
Hence, the prerequisites for the successful activity of the programmer are the following features: distance from other people, introversion, immersion in their own intellectual experiences, focus on selfimprovement.
Programmers put the result first. For them, the main thing is that the task was performed in accordance with the requirements and on time, no matter where (in the office, at home) and when (at 6 am, afternoon or after two o’clock at night). It is also important not to restrict their working freedom (within reasonable limits), for example, to be flexible about the mandatory eight working hours. Software developers are creative people and may be exposed to a “creative crisis.” In these moments it is better not to talk about deadlines, but to be understanding, because the focus on the result will be fruitful.
According to the developers themselves, the main motivation for them is creative self-realization, everything else is secondary. On the one hand, programming does not always involve creativity, more often it is a normal technological process. But if the programmer is deprived of interesting tasks for a long time, he will start looking for a new job. Therefore, routine work - correcting design errors, finalizing programs for colleagues - should be divided equally among all team members who are directly involved in the stages of development, product testing.
Table 2 presents the main factors influencing the success of IT team building.
In the process of implementing software projects, many decisions are made based on technical features. But often the technical training of managers is too good. It is necessary not just to listen to the opinion of programmers, but also to publicly praise those who give sound advice. All IT professionals feel a great need for recognition. Another good motivator can be the opportunity for professional growth and training. In the field of IT, as in any other, it is important to be aware of all new developments, so training and retraining should be welcomed.
The requirement of “teamwork” for IT professionals belongs to the general group of competencies. For managers in IT companies, this competence is considered mandatory, as is the "ability to manage a team". First of all, we should consider the competence "teamwork", which is characterized by the indicators listed in Table 3 [11].
Characteristic understands the structure, climate and culture of the team 2) perform their work in the general adapts to the rhythm of the team rhythm 3) build connections and relationships maintains close friendly relations with all team with people members 4) clearly and logically express their expresses opinions clearly, logically and reasonably views 5) to convince colleagues of the convinces most members of the group of the correctness of the decision, confirming correctness of the decision, using strong arguments their views with strong arguments 6) admit your mistakes admits his mistakes and corrects them 7) take into account the point of view of gives another team member the opportunity to fully colleagues express their opinion and accepts it for further discussion 8) understand other people understands other people's emotions and their content when considering the problem 9) restrain personal ambitions keeps all his ambitions under control, and sometimes realizes his ambitions through the achievement of team goals 10) come to the aid of colleagues tries to help colleagues solve the problem 11) manage your emotions is able to control his emotions 12) to abstract from personal objectively evaluates other team members, completely abstracting from personal likes / dislikes 13) avoid and prevent conflicts tries not to create conflict situations 14) express confidence in the team expresses positive expectations from the work of the team and trusts colleagues
In addition to the “teamwork” competency, it is equally important for the HR manager in the IT team to have the “team management” competency. The characteristics of the indicators of this competence are provided in Table 4 [12]. 6) to develop and make team decisions informs the rules of work in decision-making, monitors the implementation of the rules, participates in the discussion of the problem, activates the team in the decision-making process 7) to determine the methods of training chooses methods of training group leaders in the group leaders in the organization organization depending on the characteristics of leaders and the specifics of groups with which they will have to work 8) to evaluate the results of the team determines the degree of fulfillment of goals 9) to determine the effectiveness of determines the effectiveness of the team based on teamwork the evaluation of results 10) to plan the activities of the forms a team work plan based on a previously team determines the goals and ways developed strategic development plan to achieve them 11) to determine the role of team members determines the role of the participant depending on the results of work in the team and the characteristics of its members 12)to determine the main points of determines the points of tension in the team, the tension and balance in the team reasons for their occurrence, as well as possible ways to avoid points of tension 13)to formulate an unpleasant socio- knows how to manage conflicts, in most cases tries to psychological climate in the team prevent conflict 14)to use different management styles in not only knows different styles of team management, the team but also uses them depending on the characteristics of the team and the situation 15)to use levers that invite you to guide identifies the levers with which you can guide the team the team to work in the work, and uses them 16)to use of specific forms and methods tries to apply some methods in practice of personal work for formation of development of responsibility, sociability, initiative of participants of teams reads the literature, passes trainings 17)to determine the owner of the type of determines its own type of management and analyzes management manager
The teamwork competency and the team management competency are interrelated and are integral parts of the same mechanism. This relationship can be traced by examining the competence data indicators (Table 5). to form teams with the definition of the purposes of their functioning, methods of selection of team members, regulation of team activity, etc .; to form a team structure; use different management styles in the team to perform their work in the general use levers that allow you to guide the team in the work; rhythm organize joint activities of team members to build connections and organize joint activities of team members relationships with people clearly and logically express their to intensify the work of team members; determine the thoughts manager's own type of management to convince colleagues of the effectiveness of teamwork to admit their mistakes to use correctness of the decision, specific forms and methods of personal work for the confirming their views with strong formation and development of responsibility, sociability, arguments initiative of team members to take into account the point of view develop and make team decisions to understand other of colleagues people to determine the role of team restrain personal ambitions members to form a favorable socio- come to the aid of colleagues psychological climate in the team to identify methods of training group manage your emotions leaders in the organization to form a favorable socio- abstract from personal likes and dislikes psychological climate in the team to evaluate the results of the team avoid and prevent conflicts to identify the main points of tension express confidence in the team and balance in the team to develop strategies for group plan team activities activities adapted to its specifics
According to Table 5, the implementation of such indicators of competence "ability to manage a team" implies formation of teams with the definition of the objectives of their operation, methods of selection of team members, regulation of team activities, etc.; formation of a team structure; use of different management styles in the team greatly facilitates the adaptation of a new team member. To work in the general rhythm of the team helps the use of levers that allow you to guide the team in the work, and the correct organization of joint activities of each member of the IT team. Working together helps a team build connections and relationships with employees. The better the team leader is able to intensify the teamwork process, the more ideas can be voiced and discussed. It is important to take into account the point of view of IT professionals in forming a team decision. For a favourable sociopsychological climate in the team, first of all, it is important to restrain personal ambitions and be able to manage their emotions. Identifying the main factors of tension and balance in the team helps to avoid and prevent conflicts. Evaluation of team performance should be subject to abstraction from personal likes/dislikes. The results of the authors' research on the significance of indicators of competence “ability to work in a team” are provided in Table 6.
To determine the indicators to be guided by, you should build a Pareto diagram (Figure 1). As shown in table 6 and figure 1, 9 indicators out of 14 belong to group A, they are distinguished from the general list. And that's why the team needs to focus on these indicators in the first place.
A
These indicators include: building relationships with colleagues, adapting to a new team, doing their job at a general pace, taking into account the views of team members, clear and logical expression of their ideas and opinions, understanding other people, demonstrating trust in the team, managing their emotions, convincing colleagues of the correctness of the decision with strong arguments. The study of the competence "ability to manage a team" revealed (Table 7) that the most important indicators of competence are the organization of joint activities of members of the IT team; formation of the team with the definition of a clear purpose of their functioning, development of methods for selection of team members, regulation of team activities, etc. 17 Total 2,56 100
Total, % 10,14 19,68
Group А А 27,78 35,70 43,04 50,38 57,20 64,00 69,50 74,96 79,54 83,64 87,60 91,24 94,50 97,44 100 А А А А А А А В В В В С С С С
To determine the main indicators of competence "ability to manage the team", to which HR managers or team leaders need to pay special attention, Pareto diagram is to be built (Figure 2). А
35.7
As can be seen from this diagram, the most important indicators of competence that belong to group A are (nine indicators): the ability to organize joint activities of team members, the formation of a favorable socio-psychological climate in the team, development of group strategy adapted to its specifics, formation and adoption team decisions, planning team activities, defining the roles of team members. These indicators shall be relied on by the IT managers in the first place.
The process of team building is a task that requires high managerial competence. The competencies of “teamwork” and “ability to manage a team” are important among the skills of a recruitment manager. Its implementation requires not only the presence of properly selected, highly qualified IT professionals, but also people who want to work together as a team. Taking into account the features of both IT and IT specialists, the manager has a much better chance to create a truly effective team. And as practice shows, the project team is one of the key factors in the success of the project as a whole.
The formed variants of the decisions of the basic problems arising within IT company management are not final. Every modern manager can approach situations in terms of his own competencies and experience. But it is important to have a correct idea of the state of the modern labour market - to take into account age and gender, working conditions, features of the field - and not try to apply past mechanisms to the management of a completely new business structure.
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