Improving the competency of it project-based-organizations by the usage of virtual teams

The unique nature of projects, specific characteristics of organizational structures, composition of project teams, and other factors can create problems in communications management. IT organizations working with the use of virtual teams in their activities face specific problems in the management of communications and related processes of transferring information, data and knowledge. When people work in a team in a virtual environment, certain methods should be used that can ensure the effectiveness of communication management in projects. The article analyzes the types of virtual teams, their advantages and disadvantages in project management and the use of the FIRO-B model to identify team leaders and manage them. A method for determining the leader of a virtual team using the specified model is proposed, which helps to understand the needs and behavior of team members, ensuring better team cohesion and leader effectiveness. A conceptual model of the information environment of communications of such teams and a model of managing a virtual team from the standpoint of its development and improvement of competence are proposed. An analysis of COBIT and ITIL standards was carried out to ensure the management structure of corporate information technologies along with the coordination of project processes with business goals and objectives. Methods of managing IT services that meet business needs have been studied. It was determined that the use of the FIRO-B model in combination with the specified frameworks will provide project-oriented IT organizations with methods for determining and developing competence both at the organizational and team levels, which takes into account the emotional state of a person and his ability to spread emotions to other team members. Emotional impact is quantified using a “virtuality quotient,” which measures the impact virtual team members have on each other.