FEATURES OF PROJECT TEAM MANAGEMENT UNDER CONDITIONS OF WAR AND UNCERTAINTY: THE RESILIENCE DIMENSION

Abstract

The article examines the specific features of project team management under conditions of war and heightened uncertainty, with a focus on resilience as the capacity of an organization, a team, and an individual employee to preserve controllability, adapt to shocks, and restore performance after disruptions. The purpose of the study is to substantiate approaches to improving the effectiveness of project team management under wartime threats by combining adaptive project management, crisis response, and organizational resilience practices. The methodological framework includes a systems analysis of scholarly publications, a comparative analysis of traditional and adaptive management models, a synthesis of international and Ukrainian cases, and a structural-functional analysis of instruments used to maintain operational continuity. The paper clarifies the distinction between risk management and uncertainty management: while risk allows prior probability estimation, uncertainty requires short planning cycles, scenario-based thinking, resource redundancy, and decentralized decision-making. It is demonstrated that in wartime environments traditional linear approaches lose effectiveness because of extreme volatility, whereas adaptive approaches provide faster responses to changing priorities, strengthen operational flexibility, and reduce losses caused by interruptions. Based on the analysis of international experience and Ukrainian practice, the study identifies the main drivers of resilient project teams: psychological safety, backup for critical roles, multi-channel crisis communication, short planning horizons, digital data redundancy, supply chain diversification, and the existence of business continuity and recovery plans. A two-track set of practical recommendations is proposed. At the human and team level, organizations should formalize safety protocols, support mental health, introduce cross-training, and develop empathetic leadership. At the operational and process level, they should apply rolling-wave planning, decentralize operational decisions, create infrastructure redundancy, use scenario planning, and regularly update Business Continuity Plans and Disaster Recovery Plans. The practical value of the study lies in the possibility of directly applying these recommendations in enterprises, public institutions, and project offices operating in an environment of repeated crisis disruptions.