title: ÐÑÐ¸Ð¼ÐµÐ½ÐµÐ½Ð¸Ðµ Ð¸Ð½ÑÑÑÑÐ¼ÐµÐ½ÑÐ¾Ð² ÑÐµÐ¾ÑÐ¸Ð¸ Ð¸Ð³Ñ Ð² ÑÐ¿ÑÐ°Ð²Ð»ÐµÐ½Ð¸Ð¸ Ð¿ÑÐ¾ÐµÐºÑÐ½ÑÐ¼Ð¸ ÐºÐ¾Ð¼Ð°Ð½Ð´Ð°Ð¼Ð¸ Ð½Ð° ÐºÐ¾Ð½ÑÐ»Ð¸ÐºÑÐ½Ð¾Ð¹ ÑÑÐ°Ð´Ð¸Ð¸
title: Ð²ÑÐ¿ÑÑÐºÐ½Ð°Ñ ÐºÐ²Ð°Ð»Ð¸ÑÐ¸ÐºÐ°ÑÐ¸Ð¾Ð½Ð½Ð°Ñ ÑÐ°Ð±Ð¾ÑÐ° Ð¼Ð°Ð³Ð¸ÑÑÑÐ°
titleType: Subtitle
title: The use of game theory tools in the management of project teams at the conflict stage
Creators: name: ÐÐ¸ÐºÐ¸ÑÐ¸Ð½Ð°, ÐÐ°ÑÐ¸Ñ
Publisher: name: Ð¡Ð°Ð½ÐºÑ-ÐÐµÑÐµÑÐ±ÑÑÐ³ÑÐºÐ¸Ð¹ Ð¿Ð¾Ð»Ð¸ÑÐµÑÐ½Ð¸ÑÐµÑÐºÐ¸Ð¹ ÑÐ½Ð¸Ð²ÐµÑÑÐ¸ÑÐµÑ ÐÐµÑÑÐ° ÐÐµÐ»Ð¸ÐºÐ¾Ð³Ð¾
Year: 2022
Subjects: ÐÐ³Ñ ÑÐµÐ¾ÑÐ¸Ñ
Ð¿ÑÐ¾ÐµÐºÑÐ½ÑÐµ ÐºÐ¾Ð¼Ð°Ð½Ð´Ñ
ÑÑÐ°Ð´Ð¸Ð¸ ÑÐ¾ÑÐ¼Ð¸ÑÐ¾Ð²Ð°Ð½Ð¸Ñ ÐºÐ¾Ð¼Ð°Ð½Ð´ Ð¿Ð¾ Ð¢Ð°ÐºÐ¼Ð°Ð½Ñ
ÐºÐ¾Ð½ÑÐ»Ð¸ÐºÑÐ½Ð°Ñ ÑÑÐ°Ð´Ð¸Ñ
Ð¼Ð¾Ð´ÐµÐ»Ñ ÐºÐ¾Ð¼Ð°Ð½Ð´Ð½Ð¾Ð³Ð¾ ÑÑÐ¸Ð¼ÑÐ»Ð¸ÑÐ¾Ð²Ð°Ð½Ð¸Ñ
ÑÐ¿ÑÐ°Ð²Ð»ÐµÐ½Ð¸Ðµ
project team
Takman team formation stages
conflict stage
team incentive model
management

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description: The subject of the graduate qualification work is "The use of game theory tools in the management of project teams at the conflict stage". The given work is devoted to studying project teams and the features of the second, conflict, stage of their formation. The work is also devoted to the adaptation of the collective incentive model for solving managerial problems at the second stage of the project team formation. The research set the following goals: 1. Description of the key features of managing project teams at different stages. 2. Analysis of the second stage of the project team formation and identification of common problems that are most common at this stage. 3. Selection and adaptation of the game-theoretic model describing the identified problem situations. 4. Creation of recommendations for the management of project teams in the conflict stage of its formation. 5. Approbation of the obtained results. As a result, the collective incentive model was adapted to meet the challenges facing the project team. The adapted model is used in the problem of finding a common team solution. Unlike the base model, the adapted one does not use the type of each of the team members, which significantly reduces the amount of information required for calculations, and also simplifies the calculations themselves. At the same time, information about the complexity of the task, the connection between team members, as well as the priority of the task assigned to the participants was added to the base model. In comparison with empirical decision-making on incentives, the developed model allows the management center not only to achieve the tasks set for the project team in a guaranteed and timely manner, but also to rationally use the company's financial resources.