MANAGING MICROTEAM ADAPTABILITY IN THE CONDITIONS OF HIGHLY DYNAMICS OF IT PROJECTS

Abstract

The article studies the theoretical and methodological foundations and applied aspects of managing the adaptability of microteams in the context of the dynamics of IT projects. The relevance of the topic is due to the growing importance of micro-forms of teamwork in digital environments, especially in Ukrainian IT companies in the context of war, economic turbulence and market transformation. It is proved that microteams are structurally and behaviorally autonomous units capable of self-learning, self-regulation, and rapid reconfiguration. Their essence as an innovative management form with a focus on creating user value, horizontal coordination and cross-functionality is revealed. Adaptability is considered as an integral characteristic of microteams, combining institutional, procedural, behavioral and technological dimensions. It is substantiated that it is the interaction of these components that ensures the ability of teams not only to respond to changes but also to anticipate them. Based on the analysis of the current state of IT projects in Ukraine, the manifestations of a dynamic environment are identified - instability of requirements, technological turbulence, personnel risks, remote and multicultural formats. The types of dynamics (technological, regulatory, communication, etc.) and the corresponding models of adaptation are systematized: iterative-integrative, hypothetical-evolutionary, asynchronous-communication. A table comparing the types of dynamics and response mechanisms is proposed. Particular attention is paid to the barriers to adaptability: cognitive, emotional, role, structural, institutional, with a breakdown by levels of their occurrence and consequences for the functioning of teams. A typology of problems with examples from the practice of Ukrainian IT companies is presented. Recommendations for management transformation are formulated: development of trust, service leadership, peer review, asynchronous communication, adaptive learning. The article argues that the adaptability of microteams is a systemic attribute of digital management and requires flexible methods and a change in management culture. The proposed approaches can be used both in the context of transforming team structures in a real business environment and in the context of developing policies for the organizational development of IT companies.