Team synergy in project management: Favbet Tech experience

The success of any project depends on how effectively the team works. Delivery Manager of Favbet Tech — Dmytro Krokhmalyuk, shares practical experience on how to achieve synergy in the team, prevent crises and develop effective interaction.

"Every project for us starts with a risk assessment and the creation of scenarios in case of force majeure. The team immediately knows how to act if something goes wrong. This significantly reduces stress and increases confidence in the work," says Dmytro.

According to Dmytro, one of the biggest challenges is the formation of new teams. First, it is important to define clear goals, structure and distribution of roles. "If the goal is not clear, it's like traveling without a map - the result will be unpredictable. Everyone on the team must clearly understand their role, otherwise there will be chaos," he explains.

One of the real cases when team synergy helped to cope with the crisis was the situation with incorrect assessment of resources at the start of the project. Then, according to Dmytro, the team reacted quickly thanks to the tripartite communication between the client, technical specialists and project managers - revised priorities, adapted the plan and eventually completed the work without loss of quality.

Another challenge is external circumstances that can radically change working conditions. For example, after the start of regular power outages, the Favbet Tech team switched to cloud services and additionally provided employees with power sources and backup Internet. "Such decisions not only stabilized the work, but also increased customer confidence," says Dmytro.

An important aspect of team synergy at Favbet Tech was effective communication between technical and non-technical teams. The company implemented a unified project management ecosystem using Confluence and Jira, as well as regular short meetings (stand-ups). This helped to improve mutual understanding and avoid delays in work.

Among other effective practices implemented by the company are Kanban and OKR methodologies, as well as the concept of cross-training, when technical specialists learn about the work of non-technical teams and vice versa. This allows all project participants to speak the same language and avoid miscommunication.

An important principle of work at Favbet Tech is constant analysis and work on mistakes. Every mistake in the company is perceived as a lesson - retrospectives are held, the team is involved in risk analysis and processes are regularly adapted, making them more resistant to unplanned situations.

Considering the experience of project management at Favbet Tech, Dmytro formulated several universal rules that help build teamwork without stress:

• Plan risks and response scenarios. Assess risks at the project planning stage, create clear response scenarios so that the team can act quickly in the event of problems.
• Ensure transparency through regular communication. Hold regular meetings to discuss task statuses, potential problems and solutions. Transparency increases trust and team cohesion.
• Develop soft skills of team members. Work on the development of empathy, listening skills and effective communication. Conduct workshops, trainings and provide regular feedback.
• Form a culture of mutual support. Create an atmosphere in which everyone feels valued and receives support from colleagues. This will help the team adapt to changes more quickly and overcome difficulties more calmly.

"Team synergy is not a quick process, but the result is worth it. When a team works as a single organism, it is able to overcome any challenges," says Dmytro Krokhmalyuk.

At the same time, he notes that Favbet Tech continues to actively develop approaches to project management. The company plans to implement regular system demos (System Demo), when teams do not just report on the status of tasks, but demonstrate the results of their work for the last iteration to stakeholders and other teams. This approach allows all project participants to clearly understand the progress and "catch" the weak points of the product before they grow into a real problem.