Methodological Support for Formation of Resource Requirements in Multi-Project Environment

The object of research is the processes of human resource management of projects in a multi-project environment. In a multi-project environment, the level of team autonomy within an organization can be different, and the lack of a resource control system at the portfolio level reduces the effectiveness of critical organization knowledge management. The main hypothesis of the study is the assumption that an adequate understanding of customer requirements is crucial to ensure project management, and the effectiveness of human resource management in a multi-project environment depends on the effectiveness of determining resource requirements in the formation of project teams.<br><br>During the study, methods of system analysis are used in the study of human resource management processes and modeling of the formation of requirements for the project team. A competency-based approach is also used in the development of a method for generating resource requirements and an optimization theory apparatus for formulating and solving problems of forming project teams in multi-project environment under given restrictions.<br><br>In order to reduce the likelihood of resource conflicts, it is proposed to analyze the initial data when forming requirements for the project team. Coordination of resource requirements at the stage of team formation will reduce the risks of resource conflicts during the implementation of projects included in the project portfolio. Possible results of the analysis of stakeholder requirements are considered.<br><br>A method for generating resource requirements in a multi-project environment is proposed, based on an analysis of stakeholder interest in human resource management processes, taking into account the loyalty of stakeholders, which, unlike existing ones, takes into account the consistency of resource constraints defined by stakeholders. This will allow the formation of agreed requirements for the resources of projects and programs.<br><br>The generated requirements are the initial data for building project teams using the proposed method of forming teams in a multi-project environment. A model of the process of forming requirements for the project team is built. For the purpose of automation, a software package has been developed that allows to generate options for building project teams with an indication of the characteristics of the options, which will further optimize the composition of the team.


Introduction
The rapidly changing requirements of business, techno logy and market conditions lead to the spread of flexible methodologies for which a characteristic feature is a change in the approach to human resource management [1]. For flexible project management methodologies, it is important to ensure the autonomy of teams, issues of reservation of competencies and selforganization.
The implementation of projects in a multiproject en vironment puts forward additional requirements for human resource management processes: the need to attract employees to several portfolio projects, taking into account resource constraints. When forming project teams in a multiproject environment, it is necessary to take into account the re source needs of all portfolio projects.
An adequate understanding of customer requirements is critical to ensure effective project management. Since the process environment directly affects human resource management, the influence of stakeholders must be taken into account.
Thus, research aimed at solving the problem of human resource management in a multiproject environment is relevant.

The object of research and its technological audit
The object of research is human resource management processes in a multiproject environment.
The growing popularity of project portfolio management and the need to ensure project structuring has led to the development of formalization of management processes [2].
In a multiproject environment, the level of team auto nomy within an organization can be different, and the lack of a resource control system at the portfolio level (control ISSN 2664-9969 of critical competencies) reduces the effectiveness of criti cal organization knowledge management.
Changing roles and responsibilities in small teams con tributes to a combination of roles, which is not always allowed by corporate or industry standards, the interests of stakeholders.
Since each project has a specific lead time, the process of forming project teams in a multiproject environment is carried out throughout the entire portfolio life cycle.
Existing approaches to the formation of teams (case law, competency, etc.) do not pay enough attention to the formation of requirements for teams and their coordination with project stakeholders, which leads to the emergence of resource conflicts.

The aim and objectives of research
The aim of this researchis to create methodological sup port for the formation of resource requirements in a multi project environment.
To achieve this aim it is necessary to solve the fol lowing objectives: 1. To develop a method for generating resource require ments taking into account the consistency of resource constraints identified by stakeholders.
2. To build a model of the process of forming require ments for the project team.

Research of existing solution of the problem
The existing classical approach to project portfolio ma nagement does not take into account the dynamic nature of changes: -at the project level [3]; -at the level of portfolios and programs [4,5]. Resource management issues in terms of the project portfolio life cycle are described in [6]. The issues of ba lancing the complexity of project portfolios and the fle xibility of their organizational units are considered in stu dies [7]. The proposed models provide an understanding of the management development of project companies, focusing on flexibility in a changing environment, but need to be adapted.
Team autonomy is an important principle of flexible methodologies and determines the ability of a team to determine goals, individuality, provide the necessary re sources and organize itself.
When analyzing the activities of teams, the following types of autonomy are distinguished: -individual autonomy of the project team members in carrying out their own tasks; -internal autonomy, which is characterized by the degree of joint decisionmaking in the team; -external autonomy, taking into account the influ ence of the external environment of the project on the functioning of the team [1]. For teams with a high level of autonomy, the use of selfassignment is typical in the formation of teams and the distribution of work.
Independent assignment can be defined as the ability of each team member to assign a task or user history to itself [8]. The application of this approach is possible only with a high level of corporate culture and project maturity.
The use of multilevel flexible project management makes it possible to identify the main problems of human resource management that are characteristic of flexible, selfdeveloping teams (Table 1). An important issue is ensuring the personnel safety of the enterprise and the development of personnel potential by increasing the loyalty and cohesion of the team [9]. Taking into account the loyalty of stakeholders in the formation of resource requirements remains an unresolved problem.
The use of outsourcing contributes to providing the company with the necessary resources, resolving resource conflicts [10]. Its effectiveness significantly depends on the specifics of the project and the industry.
In [11], the strategic role that the human resource plan ning (HRP) process plays in the integrated management of human resources is considered. At the stage of forecasting requirements for human resources (equirements forecasting stage), requirements are determined that take into account the interests of stakeholders, the corporate culture of the organization, the scope and specifics of the project).
Among the problems that reduce the effectiveness of hu man resource planning, the following are highlighted in [11]: -lack of a strategic vision of the process; -lack of a business expert at the personnel manage ment specialist; -different format of information about human resour ces in the organization; -conflict between shortterm and longterm needs for human resources; -conflict between the qualitative and quantitative approaches to HRP; -weak involvement of managers in the planning process. The reasons for the problems considered are the lack of strategic resource planning, formalized methods and procedures for human resource planning, as well as me thods for generating resource requirements.
Promising approaches in human resource management are [12]: -use of software to search for candidates for the team and track candidates; -preliminary assessment of the applicant to the team; -application of the candidate management system; -software for online interviews; -use of artificial intelligence in the selection of per sonnel; -unlocking the capabilities of passive candidates. The use of the proposed software tools is advisable when creating an employee competency profile and selecting ISSN 2664-9969 candidates for the team, but does not take into account the issues of competency reservation and resource limitations.
Thus, the analysis results allow to conclude that insuf ficient attention to the formation of resource requirements in a multiproject environment reduces the effectiveness of human resource management in a multiproject envi ronment, leading to the emergence of resource conflicts.

Methods of research
The following are used in the work: -methods of system analysis in the study of human resource management processes and modeling of the formation of requirements for the project team; -competencybased approach in the development of a method of forming resource requirements; -apparatus of the optimization theory for the formula tion and solution of the problems of forming teams of projects in a multiproject environment under given restrictions.

Research results
The use of a stakeholderoriented methodology for project management in a multiproject environment [13,14] allows for the formation of project teams under given restrictions.
To reduce the complexity of the task of forming an adaptive project team, it is proposed to carry out a num ber of checks [15]: -checking the consistency of stakeholder requirements (mutually exclusive requirements arising from the per sonal interests of interested parties); -verification of compliance with the competency level of requiredapplicants; -initial verification of reserve ratios (the ability to meet the requirements for functional reservation of critical competencies, identify the presence of critical competencies in the project, identify critical competen cies in the project portfolio); -checking for forbidden combinations (industry re strictions, corporate policy, privacy policy, privacy); -initial analysis of the matrix of applicants (the cor rectness of the matrix of applicants, the presence of empty rows and columns). The analysis of the source data during the formation of requirements for the project team will identify conflict ing requirements. Coordination of resource requirements at the stage of formation of adaptive teams will reduce the risks of resource conflicts during the implementation of projects included in the portfolio of projects.
Depending on the policy of key stakeholders, various approaches to managing human resources processes can be distinguished. The classification of stakeholders by influence, power, and degree of interest allowsto distinguish subgroups of projects for which unified requirements can be formulated.
Depending on the policy of human resource management, the degree of centralization, there are various approaches to the management of human resources ( Table 2).
A method for generating resource requirements is pro posed, based on an analysis of stakeholder interest in human resource management processes, taking into account the loyalty of stakeholders, which, unlike existing ones, takes into account the consistency of resource restrictions defined by stakeholders. This will allow the formation of agreed requirements for the resources of projects and programs.
The method of forming resource requirements in a multi project environment is proposed.  Step 5. Correction of the source data.
Step 6. Monitoring changes in team requirements.
In accordance with the policy of resolving resource conflicts in the company, it is necessary to carry out certain measures in order to coordinate resource requirements. Possible results of the requirements analysis are given in Table 3. Table 3 Possible results of stakeholder requirements analysis

Result
Description/Action The source data is correct Formation of the project team Initial analysis of the compliance of existing applicants with the reservation requirements (the number of applicants capable of performing the function is greater than or equal to the reservation coefficient for this function). It is necessary to review the register of applicants or reduce the requirements of reservation

Forbidden combinations Matching analysis, requirements correction
If the company has the ability to hire an unlimited number of resources of the necessary qualifications, then the issue of requirements formation is reduced to the co ordination of requirements between stakeholders.
In order to formalize the process of forming require ments for teams in the project portfolio, a model of the process of forming requirements for the project team has been developed (Fig. 1).
The generated requirements for the project team are the source data for building project teams. The use of methods for forming project teams in a multiproject en vironment [16] allowsto determine the composition of the project team that satisfy the given requirements: -implementation of project objectives; -competencelevel; -reservation of functions; -accounting for fixed appointments; -accounting of prohibited combinations; -maximum permissible degree of involvement in projects. Application of the developed software package allowsto create options for building project teams indicating the charac teristics of the options, which will provide further optimization of team building. If there are identical characteristics of the options for building teams, alternatives are selected according to certain criteria. When setting priorities, the criteria take into account the specifics of the project and its environment.

Strengths.
A method for generating resource require ments in a multiproject environment is proposed, based on an analysis of stakeholder interest in human resource management processes, taking into account the loyalty of stakeholders, which, unlike existing ones, takes into account the consistency of resource constraints defined by stakeholders. This will allow the formation of agreed requirements for the resources of projects and programs.
Since the formed requirements for the team are the initial data for building project teams, the use of agreed requirements allows to: -determine the optimal composition of the project team according to the specified criterion, satisfying the given restrictions; -reduce the time of formation of teams in comparison with similar methods; -reduce the influence of the subjective factor in the management of human resources.  Weaknesses. The formation of agreed resource require ments at the project planning stage requires the involve ment of project stakeholders in the planning process.
Opportunities. Application of an integrated approach to human resource management in a multiproject environment, including the formation of resource requirements, build ing project teams, the development of resource planning information systems, will increase the viability of projects and the competitiveness of the project organization.
Treats. Lack of attention to human resource management processes in a multiproject environment, a low culture of involving stakeholders in management processes, and the lack of a conflict resolution procedure can lead to a decrease in the effectiveness of the proposed methodological support.

Conclusions
1. A method for the formation of resource requirements in a multiproject environment is proposed. Its feature is the involvement of stakeholders in the process of planning human resources at the stage of formation of resource re quirements. The method of generating resource requirements in a multiproject environment contains the steps of: -formation of requirements for project resources; -checking the consistency of stakeholder requirements; -audit requirements; -formation of generalized resource requirements in a multiproject environment; -correction of the source data; -monitoring changes in team requirements.
2. Simulation has been carried out and a model has been built for the process of forming requirements for the project team in IDEF3 notation. Application of the proposed model allows to formalize the process of form ing resource requirements for projects in a multiproject environment.