The purpose of this research was to determine and analyse diversity in various features of R&D projects implemented in the science sector in Poland, financed mostly from public funds. More exactly, the following aspects of R&D projects implemented in the science sector in Poland were examined: the relation between the actually achieved and the initially set goal, the project management methodologies and project time management methods used, features of the project team, the relation between the plan and the actual project realisation and management difficulties encountered in practice. These aspects and their diversity were examined in the context of the whole country, of various fields of science and various research units implementing pure research (the 'R' area) or applied research and experimental development (the 'D' area). The research was conducted by means of survey methodology covering a sample of participants of R&D projects in the science sector in Poland. The results were analysed by means of statistical methods (which constitutes a clear novelty with respect to the existing literature on R&D projects) and statistically significant phenomena gave rise to several important conclusions on how R&D projects implemented in the science sector are managed and what their realisation looks like in various fields of science and various institutions, in a relatively new EU members state and a former communist country like Poland. These conclusions may be the basis for important hypotheses (which require further research) on the project management quality in the science sector in Poland and in similar countries, which is closely linked to the problem of public money allocation, its efficient spending and control. Also, practical suggestions on improvement measures in the science sector with respect to R&D projects, limited not only to countries like Poland, but of a more general nature, are formulated.

This paper is a continuation and development of the same authors paper which has been published recently. The presented paper pertains to the notion of quality of project team in traditional project management. A paradox is observed in the state of art of the project team quality in project management. All specialists recognize the exceptional importance of the parameter "quality" for the final result of the project. On the one hand, one can easily find definitions of project quality, quality of product of the project, quality of the project management processes, and so on. On the other hand, a huge number of bibliographical sources considers the project team functioning, as a sine qua non condition of the project success. The notion "project team quality" is quasi absent in the literature. In this paper an approach is proposed to fill in this gap, in the form of a proposal of the model, which defines the project team quality and allows to measure it. The main results of the previous paper of the authors, particularly guidelines for the quality model of the project team, are briefly presented. The paper presented here has a conceptual character. The main part of the paper are guidelines for the quality model of the project team: general assumptions, measure of the quality of team-classical and with use of fuzzy numbers, based on Myers-Briggs method and Belbin test, and finally, an impact of the quality of the project team on the team management is discussed. The objective of this paper is to show the possibility to define the project team quality process, which ensures not only the optimal level of the team quality, but also allows undertake valuable managerial decisions during the project life cycle.

A paradox is observed in the state of art of the project team quality in project management. All specialists recognize the exceptional importance of the parameter "quality" for the final result of the project. On the one hand, one can easily find definitions of project quality, quality of product of the project, quality of the project management processes, and so on. On the other hand, a huge number of bibliographical sources considers the project team functioning, as a sine qua non condition of the project success. The notion "project team quality" is quasi absent in the literature. In the paper an approach is proposed to fill inpartiallythis gap, in the form of a proposal of the guidelines, which define the project team quality and should allow to measure it. Consecutively, literature review of the success of the project and success of the project management, project team work, leadership, selection of team's members and project team dynamics are presented. The main part of the paper consists of guidelines for the quality model of the project team: general assumptions, proposed definition and openness of the model to measure the quality of the team. The paper has a conceptual character. Its objective is to show the possibility to define the project team quality process, which ensures not only the optimal level of the team quality, but it will also allow to undertake valuable managerial decisions during the project life cycle. Keywords-project team; quality of project team; model of project team quality; project team quality measure Selected methods supporting project management, taking into account various groups of project stakeholders and using type 2 fuzzy numbers"

The article deals with crisis management. A new approach based on the agile methodologies of project management is proposed. The paper presents consecutively: crisis and its management (literature overview), characterisation of IT projects, agile project management, comparative analysis of agile approach and crisis management, proposal of a new idea – agile crisis management and conclusions. The conclusions emphasise the importance of following up with necessary empirical investigations.