INCREASING THE COMPETITIVENESS OF ENTERPRISES THROUGH TEAMWORK MANAGEMENT AS A DIRECTION OF HUMAN CAPITAL DEVELOPMENT IN IT PROJECTS

Abstract

The article examines the theoretical, methodological, and practical aspects of team management in IT projects as an important factor in enhancing the competitiveness of enterprises. The main types and methods of team management in IT projects are generalized, including traditional and agile approaches (Waterfall, Agile, Scrum, Kanban, and Management 3.0). In addition, the study analyzes personnel management issues in the field of information technology that arise due to the rapid pace of digitalization, globalization, remote work formats, and the increasing complexity of projects. The purpose of the article is to substantiate the theoretical and methodological foundations of team management in IT projects and to develop practical recommendations for improving the effectiveness of project team interaction in the digital environment, thereby increasing the competitiveness of enterprises. As a result of the study, a model of the team management process in IT projects was developed, reflecting the cyclical and adaptive nature of managerial activity and integrating the following stages: planning, team formation, organization of work processes, development of participants’ competencies, analysis of results, and adjustment of managerial decisions, taking into account the individual characteristics of team members and group interaction. It is demonstrated that effective team performance has a direct impact on enterprise competitiveness, as it ensures the rational use of human capital, increases the speed and quality of decision-making, promotes innovation activity and enterprise adaptability to changes in the external environment, improves the quality of products and services, and creates sustainable competitive advantages in the market. Based on the obtained results, a model of the impact of team management on the level of enterprise competitiveness is proposed. This model enables a comprehensive assessment of the relationship between managerial, innovative, and economic effects of team activities, taking into account both internal enterprise processes and external market conditions. The proposed model can be applied to improve team management systems in IT projects, optimize organizational processes, foster human potential development, and enhance the strategic efficiency of enterprises in the digital economy. Prospects for further research should be associated with the empirical verification of the proposed model based on data from IT enterprises, the quantitative assessment of the impact of individual team management elements on competitiveness indicators, and the study of specific features of managing distributed and multicultural teams.